Featured In Issue: CLT.biz Insights 16.09.08
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For decades, the American economy grew and prospered thanks, at least in part, to the post-war manufacturing boom. American companies found that domestic markets provided robust demand for their products, and sales and profits soared.
But over the last 30 years, as globalization and automation have changed the nature of American manufacturing, many industries have moved their manufacturing operations overseas. As our traditional manufacturing base began to erode, the high-paying manufacturing jobs of the 1960s and 1970s relocated abroad.
This shift of manufacturing to offshore locations helped give rise to new, growing middle classes in places like China, India, and Brazil. So with domestic purchasing power stagnating and new wealth being created abroad, American companies are increasingly looking to these new global markets as fertile ground for their products and services.
Thanks to the Internet and online commerce, gone are the days when only large multi-national corporations can be meaningful players in international trade. Today, small and medium-sized businesses can easily connect with buyers around the world. That’s the message that Greg Sizemore, director of the Charlotte U.S. Export Assistance Center, touts.
Right now, he points out, the United States represents only about 5 percent of worldwide buyers, so as domestic markets mature and emerging markets continue to grow, looking abroad will become increasingly important for more and more American businesses of all sizes.
Sizemore’s employer, the U.S. Commercial Service (USCS) is the trade promotion arm of the U.S. Department of Commerce’s International Trade Administration, and was established to help American businesses take advantage of opportunities in international trade. The USCS maintains 80 Export Assistance Centers across the United States and offices in U.S. embassies and consulates in nearly 80 countries.
The USCS trade professionals help connect U.S. companies with international buyers, while also providing market intelligence, trade counseling, business matchmaking, and advocacy/commercial diplomacy support. In North Carolina, the lead U.S. Export Assistance Center is located on East Morehead Street in Charlotte with satellite facilities in Greensboro and Raleigh.
In March of 2010, President Obama signed an executive order establishing the National Export Initiative (NEI) with the goal of doubling U.S. exports by the end of 2014. The Obama Administration sees increasing exports as an ideal way to create more U.S. jobs and boost the economic recovery.
In 2012, U.S. exports hit an all-time record of $2.2 trillion, despite significant economic headwinds from Europe and other parts of the world. Exports as a share of U.S. GDP were 13.9 percent, tying a record set in 2011. Growth in exports to America’s free trade agreement partners as well as record exports of motor vehicles and agricultural products were key contributors to the success.
In North Carolina, exports of merchandise totaled $28.7 billion in 2012. Canada is far and away North Carolina’s largest trading partner, representing over 24 percent of the total. Fast growing China, with 9 percent of N.C. exports, has now surpassed Mexico’s 8 percent. And while Europe is a tough market for exports due to high barriers of entry, if looked at collectively, the European Union would be second only to Canada for N.C. exports.
North Carolina’s largest export category is chemicals, accounting for over 18 percent of total merchandise exports in 2012. Other top categories include machinery, transportation equipment, computer and electronic products, and textiles and fabrics. And whether its sweet Muscadine wines from the Yadkin Valley that are becoming hot sellers in Asia, aerospace products from a bevy of component manufacturers in Monroe, or a rapidly expanding energy services sector in Charlotte, North Carolina’s export base continues to diversify.
The Charlotte-Gastonia-Rock Hill metropolitan area is the state’s largest export source, generating $6.3 billion of exports in 2011. Greensboro-Winston-Salem was second with $5.4 billion, and Raleigh-Durham was third at $4.9 billion.
“We used to spend a lot of our time telling companies about the benefits of exporting,” says Sizemore. “But these days, we don’t usually need to have that conversation because as soon as a company puts up a website, whether they know it or not, they are competing globally.
“We tell our clients to consider going to those parts of the world where their competitors are not,” continues Sizemore. “We tell them to look at Latin America, Asia, Eastern Europe, the Middle East, and even selectively at markets in Africa.”
Sizemore says there are a number of key benefits of exporting in addition to simply growing the market for their products or services. He points out that business cycles vary around the world, and when growth slows in one place, it’s often accelerating somewhere else. Exporting allows a company to offset a downturn in one region by looking for new opportunities in another.
Exporting may also allow a company to extend the life cycle of their products by introducing them into new markets. Products that no longer sell in the U.S. often still have viable markets abroad, particularly in the developing world.
“A great example of life-cycle extension are the components used by the textile industry,” explains Sizemore. “A lot of that manufacturing has gone abroad, so those component manufacturers are able to follow that work overseas. The developing world also buys products that support more labor-intensive work that we don’t have much need for in the U.S. anymore.
“Some of the companies that we work with say if not for exporting, they might have gone under in 2008,” continues Sizemore. “Not only that, they often tell us the tweaks they made to their products to compete globally helped increase the product life cycle here at home. If they had never looked overseas they would have never made those innovations.”
Selling Worldwide Opportunities
The U.S. Export Assistance Centers exist primarily to serve small and medium-sized businesses. Over 8,700 companies exported products from North Carolina in 2010 (the most recent data available) and over 88 percent of those were businesses with fewer than 500 employees. But only about 1 percent of all small businesses export, and of those, about 60 percent are exporting to just one or two markets.
The Export Assistance Center says their typical client is a business-to-business supplier providing a solution for a manufacturing process. As a lot of heavy manufacturing has shifted overseas, they are seeing increased demand in the U.S. for higher-tech light manufacturing that supports those industries that have moved offshore.
“People often ask us where they should export, but I think it all comes back to their product,” says George Thomas, senior trade specialist with the Charlotte U.S. Export Assistance Center. “We have to take a look at the product and where it might make sense, as well as the skill set in the company and their experience in exporting. We try to create a customized export plan for each client.
“I have an aerospace client from up in Mooresville that will be exhibiting their armed surveillance airplane at the Paris Air Show this summer,” Thomas continues. “We sent their literature to our Embassy in the Philippines, put an Embassy letter on top of that, and hand-delivered an invitation to the Philippine Ministry of Defense officials that might be attending the air show. We’re also doing a similar thing in Indonesia and Bulgaria.”
The hallmark of the Export Assistance Center’s offerings is their Gold Key Service which helps introduce small businesses to potential export markets. Commercial specialists in an overseas U.S. embassy or consulate help evaluate the company’s products for fit in their market. These specialists come from the business community in that country and know the language, customs and culture. They also help identify potential agents that can sell the company’s product locally.
“To get the process started, we’ll do a conference call with the industry specialist in the embassy that is going to help that company find partners to work with,” explains Thomas. “The company sends over its marketing literature and we put embassy letterhead on it and it gets sent out to potential partners and agents.”
“Our goal is to get people on airplanes and in front of qualified buyers overseas,” adds Sizemore. “Building that relationship is still critical in global business. We’ve got a lot of great technology out there, but there is no substitute for building those relationships.”
Based on the profile of the client’s typical buyer, industry specialists in the overseas office will pre-qualify agents and distributors and set up meetings for the company. Before they get on a plane at Charlotte-Douglas, the company already knows whom they are meeting with, they have an itinerary, and in some cases, they’ve already begun to correspond.
Local in-country staff meets them when they get off the plane, a driver helps them negotiate the city, and an interpreter is on hand for the meetings. Within two days they could meet with 10 or 15 folks.
The Export Assistance Center also conducts six or seven Export University seminars around the state, with two being held this year in the Charlotte area. The program covers the essentials of exporting—how to get paid, how to ship, how to find qualified buyers overseas, and how to comply with U.S. export regulations.
The North Carolina District Export Council, one of 56 District Export Councils in the U.S., sponsors Export University. The District Export Councils are not-for-profit private sector organizations whose members are appointed by the Secretary of Commerce and which work closely with the U.S. Export Assistance Centers to help small and medium sized businesses that want to export their products.
The U.S. Export Assistance Center trade specialists all have years of international experience as well as private sector business experience, and many have lived overseas. Most of the export counseling services they offer are free of charge, with the primary exception being the Gold Key Service, which costs a small business $700 per trip, plus the costs of drivers and interpreters. The Export University is $65 per attendee, but those funds go to the District Export Council that then uses the funds raised to provide stipends of up to $350 to companies to help defray the cost of using the Gold Key Service.
“Every day we’re on the phone, sending emails, coordinating conference calls with our overseas posts, looking at market intelligence for a company, looking at a target market, assessing standards, assessing documentary requirements, or maybe getting that random call to help solve an export-related problem for a client,” explains Sizemore. “We answer all those calls and its all for free in our U.S.-based offices. But when things go overseas, our overseas offices work on a cost-recovery basis, so that’s why they charge for Gold Key.”
Besides the U.S. Commercial Service, the Small Business Administration also has their regional international trade finance specialists co-located in the Charlotte Export Assistance Center. The Export-Import Bank and the N.C. Small Business and Technology Development Center also have an employee in the Charlotte office one day a week.
Charlotte: Global Trade Center
“This city is quickly coalescing around trade and I think Charlotte is positioning itself to compete globally in international trade,” says Sizemore. “A big driver of that is going to be the new intermodal center at the airport, but I also think you have some great resources out at Central Piedmont Community College and UNC Charlotte, and I think those resources are going to generate new ideas for export education and high tech products that can be quickly integrated into trade and manufacturing processes here in Charlotte.”
Sizemore thinks that Charlotte area companies are going to see increased access to export resources and those who support the export business—including private sector folks that provide freight forwarding services and the international departments at the banks— are going to see more demand for their services.
He also points out that with increased exports come higher paying jobs. Americans working for firms that export earn, on average, 15 percent more than those who work for non-exporting firms.
“A lot of this is just good timing and a number of things are coming together that will make a difference in a very short amount of time,” Sizemore predicts. “We’ve got the intermodal center coming on line at about the same time as the expansion of the Panama Canal, plus we’ve got the President’s National Export Initiative as well as state and local initiatives like the Mayor Foxx’s Export Charlotte. It’s really an exciting time to be involved with international trade in Charlotte.”
A lot has changed since the third century BC when Archimedes singlehandedly brought inventions from the drawing board to the battlefield. The Greek mathematician was a genius at applying science to the practical problems of his day and for transforming ideas into innovations.
Today the roles Archimedes played—researcher, inventor, funder, prototype builder, marketer and manufacturer—are distributed throughout any number of individuals and institutions. To stitch them back together, we moderns need offices, administrators, brokers, professionals, even legislation.
The name for the stitching operation is technology transfer. Sometimes called “technology commercialization,” the term applies to the process for turning an invention into a manufactured product. The term originally had a more limited definition, one that centered only on federally funded research.
At the University of North Carolina at Charlotte (UNC Charlotte) Office of Technology Transfer, staff members collate industry, state, local and federal government-funded research into the one product Charlotte craves: economic development.
Refining the Patent Process
Before 1980, federally-funded research was difficult to commercialize. That unfortunate situation resulted from good intentions gone awry.
In the early 1940s the federal government actively funded the invention and construction of weapons with war-winning potential. The proximity fuse that knocked out German V-2 rockets and the atomic bomb were two of their headliners.
Flushed with success and convinced that science was the key to social, economic and military progress, the government continued spending on university-based R&D after the war. At the time, it seemed prudent to retain the patents on every invention they funded. But there was no unified or consistent policy across government agencies for granting licenses to commercialize its patents. That meant miles of red tape for any business brave enough to attempt a transfer of technology from the government to the private sector.
By the end of the 1970s, the U.S. government had accumulated 28,000 patents with fewer than 5 percent commercially licensed. Faced with shuttered steel mills, a tsunami of automobiles imported from places other than Detroit, and a mid-1970s stagflation, Congress acted to free up the patent log jam. The Bayh-Dole Act of 1980 was their stick of dynamite.
The act coined the phrase “technology transfer.” More importantly, it reversed, decentralized and revolutionized ownership of government-funded inventions and discoveries. Academic institutions that carried out the actual research now owned the inventions, not the government. They were also the ones responsible for commercializing research findings.
This meant starting a small business or “spinout” with or without the participation of the inventor. It also involved granting licenses to the inventor or others so they could capitalize on the university’s patents. The act also insured that inventors shared in any income derived from the production of their ideas.
“Since Bayh-Dole, there is little doubt that academic technology transfer has had a positive impact on the economy,” says Jodi Talley, director of communications at the Association of University Technology Managers (AUTM). “Technology transfer spurred the creation of 670 new companies and 591 new products in 2011 alone.”
In 2002, The Economist named Bayh-Dole “the most inspired act of legislation over the past half century.”
“The [Bayh-Dole] Act was a great first step,” says Carl P.B. Mahler II, executive director of UNC Charlotte’s Office of Technology Transfer and a patent attorney. “If the feds want to be serious about doing technology transfer, they need to go the next step.
“That involves money,” continues Mahler. “Congress can remove a large stumbling block for universities by authorizing the National Science Foundation (NSF) and the National Institute of Health (NIH) to make grants for two tech transfer expenses: prototype building and patent applications.
“It wouldn’t take much money,” he says. “If NSF and NIH added an extra five percent to every grant they fund that has industrial relevance, that would speed commercialization at every American research university.”
Processing Ideas at UNC Charlotte
Even with Mahler’s expertise as a patent attorney and the work of Associate Director Brad Fach who is a patent agent, the patent process averages $10,000 but can be as much as $20,000. UNC Charlotte provides funds for about 20 patent applications per year.
University-based research is certainly intellectual, but it is not necessarily intellectual property. To achieve that status, discoveries are awarded a patent, copyright, trademark or declared a trade secret. All four are designed to reward clever inventors and risk-taking manufacturers and to prevent unauthorized use, manufacture or duplication. Only the first two are pursued at UNC Charlotte.
Patents and copyright protection begins with an invention report; UNC Charlotte receives 40 to 50 each year. “That is almost off the chart for most universities,” says Mahler. He is not blowing smoke
Using 2010 AUTM data, UNC Charlotte with $35 million of research ranks fifth among 148 research universities in the United States and Canada in terms of new inventions reported per dollar spent on research.
The typical research university averages one startup for every $50 million to $60 million in research done annually, Mahler estimates. UNC Charlotte is creating one for about $10 million in research.
For most of its inventions, Mahler’s office quickly produces a provisional patent application, an internal document that establishes an early priority date for an idea. This is important because the America Invents Act, which recently took effect, changed the U.S. to a first-to-file country from the former first-to-invent model.
“Having a working prototype usually no longer has a bearing on whether or not a patent will issue,” explains Fach, “unless the patent pertains to an area such as biotechnology where it is not clear whether or not an invention actually works. In those cases, a working prototype can be necessary.”
“For, say, mechanical or electrical devices the science is so well understood that the patent office can look at the invention and determine whether or not it will work,” Mahler adds, and jokes, “although you’d probably need to provide a working prototype before you can get a patent on a perpetual motion machine.”
UNC Charlotte’s obtains five to 10 utility patents per year. As per Mahler’s Patent Primer, a utility patent protects a “process, machine, article of manufacture, composition of matter, and improvement of the preceding items.”
Among the 148 AUTM universities, UNC Charlotte ranks third in number of patents filed, 15th in patents issued, and third in new startup companies (all per dollar spent on research).
“With the exception of the 15, we have been among the top 10 universities every year for the past 10 years,” touts Mahler.
Fach adds, “AUTM rankings are all calculated on a ‘per dollar spent on research’ basis. Schools like MIT and Stanford that have huge research budgets dwarf us in terms of the raw numbers of patent filings, patents issued, and start-up companies, but when you look at the numbers on a ‘per dollar spent on research’ basis, UNC Charlotte really stands out—which means that we are consistently among the most efficient universities at turning our research into practical inventions.”
The Tech Transfer Process
Only about 25 percent of the UNC Charlotte researchers that file an invention report want to be involved in a startup company.
“We lose about half of those by attrition,” says Mahler. “Usually the better the researcher, the less likely you are to be a really good business person. It is the very rare person who can do both.”
Over the five-year period from 2005 to 2009, over 70 percent of UNC Charlotte’s inventions came from the following departments: Software and Information Science (71), Mechanical Engineering and Engineering Science (53), Electrical and Computer Engineering (45), and Physics and Optical Science (44).
Note the concentration of computer-related inventions. “We have a lot of world class researchers in computers largely because of our work with banks like Wells Fargo and Bank of America,” says Mahler. “Banks need cybersecurity and the ability to visualize Big Data—two areas where the university is particularly strong,” adds Fach.
Cleverness easily crosses department lines on the Charlotte campus. “There are fewer silos here than anywhere else,” says Mahler, who previously worked at research Goliaths Case Western Reserve University and Carnegie-Mellon University. To make his point, he cites an invention to blast kidney stones that came from the UNC Charlotte physics department. Another to prolong the viability of a kidney removed from a donor for transplant sprang from the minds of a UNC Charlotte mechanical engineer and a biology professor.
With 10 to 20 percent of their research sponsored by industry, Charlotte researchers are a practical lot. Many came to the university after years of work in industry. Their focus is applied research and their goal is quickly solving business-related problems. Contrast that ethic with medical research. In that setting, inventions are five to 15 years away from the operating room or pharmacy.
The general model for tech transfer begins with an invention followed by a patent owned by the university, a license for the exclusive use of the patent, partnerships with entrepreneurs, production, royalties paid to the university by license holders and possibly, the eventual sale of the spinout company.
Some ideas are in the middle of that process. UNC Charlotte owns the patent on Dr. Faramarz Farahi’s energy-generating fabric for tents, backpacks, awnings and curtains. The fabric itself remains nameless, but its potential for military use and for generating small amounts of energy from the sun might be called revolutionary.
Dr. Farahi, a professor of physics and optics, has a few samples, an exclusive license to produce the flexible fiber optics-based product and a company name: Parasol. He lacks a production facility. He and his partners are discussing that possibility with a few companies, but none have signed on the dotted line.
The tech transfer process has moved further along for Dr. Pinku Mukherjee, associate professor of biology. She and Dr. Rahul Puri are cofounders of CanDiag, Inc., a Waxhaw, N.C. spinout. Like Dr. Farahi, the patent for their tumor antibody and resulting blood test is owned by the university, their employer, with CanDiag receiving a worldwide exclusive license.
The blood test has proved remarkably effective in the early diagnosis of breast cancer. After winning the $50,000 grand prize in the 2012 Charlotte Venture Challenge, Dr. Mukherjee herself proved effective in raising $500,000 more from venture capitalists. The patented antibody has the potential of locating a cancer site, finding where it may have metastasized, targeting drugs to the site, and checking on any possible recurrence.
Another company, founded as a startup in 2007, is even further along in the tech transfer process. Submarines use sonar to detect submerged objects; Charlotte-based InfoSense, Inc. uses acoustics to detect sewer line blockages. For cities plagued with Godzilla-size grease clogs and root breakthrough, that is a significant accomplishment. Sensor information allows crews to prioritize clog-busting maintenance and repairs.
InfoSense has been so successful that electrical and computer engineering associate professor and inventor Dr. Ivan Howitt has taken a sabbatical from the university.
Real Economic Development
Calyptix Security is even further along the tech transfer trail. Founded in 2002 and in production by early 2006, Calyptix provides military-grade computer security to small and medium-sized businesses. The type of technology Calyptix provides is far more dynamic and adaptive than the products of larger, more established companies such as Symantec and Norton.
Inventor Dr. Lawrence Teo founded Calyptix with UNC Charlotte professor Dr. Yuliang Zheng. Charlotte attorney Ben Yarbrough brought capital and business savvy to the firm. “The university’s technology transfer office is very easy to work with and supportive of our efforts,” says Yarbrough. “They want us to succeed.”
Headquartered at Ventureprise in Charlotte, Calyptix Security produces software that automatically knocks out worms, spyware, spam, denial of service attacks and other modern nuisances.
Only one of the university’s hundreds of spinouts has been sold. “It was a real home run for the university,” touts Mahler. Digital Optics Corporation, the Charlotte manufacturer of the lens in smartphones and other innovations, sold to Tessera Technologies, Inc. in 2006 for $60 million.
“We didn’t get much in terms of payout,” says Mahler, “but that is not how we grade ourselves. We like to look at the economic impact to the community and Digital Optics brought in 200 to 250 jobs.”
“Universities have a tendency to overvalue inventions,” says Mahler. Perhaps that holds true for community leaders as well. Invention is synonymous with new, creation, discovery and design, all long-standing American business values.
A more important value is in the relationship between businesses and the university. “We always want industry to feel they’ve gotten a good deal and our inventors to feel they’ve not been taken advantage of,” says Mahler. “Everyone needs to walk away satisfied and respected.”
“Universities that go into technology transfer expecting to make money are usually going to be disappointed,” maintains Mahler. “UNC Charlotte sees technology transfer in broader terms. It is a societal benefit to professors, sponsors, students and the general public. Like horse races, baseball games, the stock market and technology transfer, predicting success and making money are difficult.
“For us,” says Mahler, “the big measure is what we are doing to help economic development.”
Archimedes would be proud.
In a true reversal of misfortune, and a well-deserved one at that, the U.S. is experiencing manufacturing and employment rebounds by engaging in job-creating economic opportunities with the Asia Pacific region.
The global economic redistribution of wealth—an economic upheaval for the U.S.—has come full circle. That is, the same economic forces that have diminished our manufacturing capabilities and workforce opportunities are now the very same forces reigniting them to serve increased demand from abroad.
Fortified by the U.S. participation in the 2009 Trans-Pacific Partnership for economic integration in the Asia-Pacific region which represents more than 40 percent of world trade, the goals to increase American exports to Asia and create good jobs at home are largely becoming a reality.
The Charlotte-headquartered Tides and Times Group USA (TTG) is one such reality, increasing U.S. exports of hardwood lumber, creating jobs here in America, and revitalizing the region’s lumber industry.
Now in business for over nine years, TTG employs more than 200 people in the processing and exporting of hardwood lumber. In 2012, the company produced 12 million board feet of green lumber for domestic markets, and exported 4,000 40-foot standard containers of kiln dried lumber to overseas markets, primarily China and Vietnam.
It’s on target to produce and export 30 percent more this year, and stands as one of the top three hardwood lumber exporters in the U.S.
President Jimmy Lee and his wife and company owner Grace Lee came to the U.S. from China, branching across continents, with roots in each.
Vice President of Public Relations Larry Randall and Lee spend a lot of time traveling to TTG’s timber sites, sawmills and dry kilns across the Southeast. Randall remembers one afternoon when they were driving through a rural area and stopped at a convenience store.
“We were coming out of the store,” recalls Randall, “and Jimmy had an apple in his hand. I see him clean it, and he holds it up to the light, you know, and I can see his eyes are beaming a little bit. He looks happy. So we get in the car, and I say, ‘Jimmy, you really love apples, don’t you?’
“And Jimmy looked at me and said, ‘When I was a child in China, we were very poor, and sometimes I didn’t have enough food for school. There was a classmate whose dad had a little apple orchard, and a lot of times he handed an apple to me. Each time it was delicious, which never could I forget.’”
Lee smiles as Randall tells the story. “I cherish that apple,” he affirms.
Maybe it was the constant hunger, or maybe it was his family’s history as high-ranking members of society before the communist revolution—whatever it was, Lee always dreamed of being a businessman. He wanted to compete, and win, and make sure his family rose to the high level he wanted for them.
He knew he wouldn’t be able to afford schooling with expensive tuition, so he took advantage of lower tuition forestry universities to get his degree in wood machinery and master’s in wood science. After school, he went to work for International Paper where he rose quickly from salesman to sales manager.
During the 1990s and early 2000s, the political and economic climate in China changed drastically from when Lee was a boy. Instead of the government controlling everything, it started selling many government-owned companies to private individuals, and trade started to grow with the rest of the world.
By 2001, Lee saw that the tides were changing in his favor. He was approached by a lumber supplier in Taiwan, asking him to come work for them as a representative. He told them no, that he had a dream to work for himself. He would, however, be glad to work as a free agent, selling lumber in exchange for a commission.
They agreed. Perhaps because he offered to work for 3 percent, whereas most lumber reps demanded 6 percent.
It was a good deal for the supplier, and it worked well for Lee. Most reps lived in Taiwan, with higher living expenses, while Lee took advantage of lower costs in his country. Working out of home offices, he took advantage of low overhead, and in six months had generated the equivalent of $100,000.
“For somebody who started with $50, that was pretty good,” smiles Lee. Lee put the money straight back into the business, and by the end of 12 months had generated over a million dollars. And after that, revenue doubled every year.
Before too long, Lee began sourcing hardwood from America instead of Taiwan, where it had traditionally come from. He was among the first to do so. Little did he suspect that in a few short years, both he and his wife would be in America sourcing American hardwood lumber for their sales and distribution companies in mainland China and Hong Kong, Tides International Co., Ltd. and Tianrun Lumber Industry, Inc.
It happened in 2002—the event that changed the company’s trajectory. Lee had paid for two loads of lumber from a New York supplier, for a total of $38,000, and the supplier had disappeared without delivering the goods. Lee determined to come to America to take control and source his own materials.
Of course, coming to the States is not so easy as just deciding to come. It took a year to obtain a visa, and ultimately it was a student visa—to attend the National Hardwood Lumber Association’s lumber inspector school (NHLA) in Memphis.
An education at the NHLA is a ticket to significant opportunity in the American lumber market, says Lee. He had won entry into the school, and the visa to allow him to study, but he still had some big challenges in store—not least of which was the entirely new culture.
“I came into the States the last day of 2003,” recalls Lee. “In China, New Year’s Day is a happy day, when family gets together. So I came to the States alone and I felt really lost. I didn’t even know how to order a meal.”
He recalls being baffled by seeing the item “ranch” listed on a menu, and thinking that it must mean a really big meal, because he had learned that “ranch” means a large, expansive space for raising cows or horses. He became even more confused when the waitress explained that it was a dressing, because he knew “dressing” meant something to do with clothes.
“That happened to me quite a lot,” he says. “People laughed at me.”
Despite the challenges, Lee says America was better than he expected. The lady he rented from helped him with the language, and he did well in school. He liked the people and saw lots of opportunity. So he asked Grace to join him, and she too attended the NHLA training (and graduated at the top of her class, Lee is proud to share).
Within a year of graduating from NHLA inspector school, Lee started Tides and Times Group USA as a new company in the U.S. and won a work visa based on his investment in creating U.S. jobs. Grace joined him as a sales person a year later.
“She was born for sales,” says Lee. Very quickly, her performance outstripped the competition. Lee put her in charge of COCO Lumber, one of TTG’s subsidiaries. TTG, originally based in High Point, grew quickly. Meanwhile, the company in China was still growing fast, and Lee prepared to sell it so he could focus on the U.S. business. That sale was complete in 2008.
“I was working 16 hours a day through the week most of the time before I hired the first employee, Larry Randall, in 2007. Larry understands not only the culture of the Southeast, but also the hardwood connects and the nuances to this industry. With Larry’s valuable set of competencies to the company, I only need to work 12 hours a day,” says Lee.
Lee subsequently rounded out his top management team with the additions of Grace Lee, Herb Nanney, Ralph Laughter, Steven Wu and some other. He found that the Chinese competence and the southeast U.S. competence created a formidable partnership.
“Now you can see our growth,” nods Lee. “For export alone, we handled 37 containers in 2004, and that number increased to 220 in 2005, 460 in 2006, 902 in 2007, 1,548 in 2008, 1,753 in 2009, 3,225 in 2010, 3,821 in 2011, and 4,018 in 2012. The key is the managerial staff and company strategy.”
However, the company still had obstacles to overcome, the largest being the dwindling supply and increasing competition for export-ready lumber. TTG acted aggressively, purchasing green (undried) lumber, and having it custom dried. Then the company began purchasing sawmills, so it could buy standing timber and have it sawed, dried, graded and sorted in TTG facilities.
Once again, the timing was perfect. Most lumber buyers had hit a wall in response to the economy. Where they had always relied on short-term credit to make purchases, collecting revenue on the other end, credit was suddenly unavailable. Simultaneously, sawmills and drying kilns were shutting down all over the region as demand for their products dried up.
Lee’s financial strength, due to his business success in China, placed him in a perfect position to make cash purchases at historic low prices. As a result, since 2009, TTG has purchased, reopened and improved eight facilities in North Carolina, South Carolina and Virginia, including sawmills and hardwood dry kiln facilities.
Although the company still purchases about half of its kiln dried lumber need, it has also continued to purchase sawmills and dry kilns across the Southeast. TTG’s subsidiaries now include Oak Valley Hardwoods, Inc.; COCO Lumber Company, LLC; Tides International Company; and Bluesky Lumber Industry, LLC.
The company has created approximately 200 jobs, more than 140 of which were added in the state of North Carolina over the past three years. TTG expects to expand its business to New York, Pennsylvania and other Northern states in the near future.
TTG has come a long way from initially sourcing hardwood lumber from American lumber manufacturers. As the market has changed, the company has changed strategy and even begun marketing lumber in Vietnam. TTG is now one of the major oak-flooring suppliers to the U.S. flooring industry and one of the major hardwood lumber suppliers to overseas markets, especially China and Vietnam. Nearly 40 percent of annual exports are from the sawmills in the Carolinas and Virginia.
Randall says that size, and Lee’s reputation, have their advantages. Besides economies of scale, TTG is a preferred buyer across the region due to the size of their orders and the fact that sellers know they will be treated fairly. At the same time, Lee’s consistent record of fair dealing means that he can always export on a ship where many exporters are vying for limited space.
This combination of strengths has contributed to TTG becoming one of the top three lumber exporters in the country. Which is not, apparently, good enough for Lee. He plans to become the No. 1 lumber exporter within the next five years. And then he plans to start an entirely new business.
But, Lee says, they do plan to slow down slightly over the next few years, so he can stay healthy. Instead of shooting for 100 percent growth each year, they’re going to settle into only 30 percent.
Wood products imports are predicted to grow as China remains the global gorilla. North American lumber prices are forecasted to soar in 2013 and reach record highs in 2014. A new five-year outlook shows that supply and demand conditions in wood products for the long-awaited “super-cycle” are now taking hold, with the full impact still some 3-plus years away.
Lee is quick to credit the hospitality and support of the Charlotte Chamber, the Charlotte business community and the people of North Carolina. He’s also a member of the Chinese Chamber of Commerce. And he hasn’t forgotten those apples—he makes sure his companies give back to their communities regularly.
In retrospect, Lee says coming to the U.S. was the best decision they ever made. They love it here and they love Charlotte. Oh yeah, about that new business he’s going to start when he’s reached the top with this one? It’ll be a high end restaurant. Because for all his success, Lee hasn’t forgotten what it’s like to be hungry.
Based in Charlotte, Argus Fire Control designs, manufactures and installs automatic fire protection and metal detection systems to keep textile, non-woven and recycling businesses safe from fire. Many of their customers are cotton spinning mills which make the yarn or thread that goes into woven or knitted fabric. These mills are at a particularly high risk for fire.
“Over the past 20 years the production rate of spinning machines has increased in velocity, multiplying the risk of spark and fire” explains Michael Viniconis, who’s been president of Argus Fire Control for the last 10 of them. “Many modern mills run 24 hours a day and are almost ‘lights out’ with few people and only security cameras in production departments, making fire detection an issue.
“Argus products can extinguish a fire while it’s still a single spark. Our products can detect a spark and extinguish it or control it in less than 50 milliseconds—that’s one-20th of a second.”
Besides protecting people from injury, fire detection and protection equipment safeguards mill machinery which has an average value of $100,000 per machine and prevents loss of production time at an estimated rate of $2,000 per hour or more.
Argus also has products that detect loose metal traveling in production lines. “Metal will damage machines and cause sparks,” explains Viniconis. “Our products detect metal as small as two millimeters and remove it without interrupting production.”
Argus products include automatic fire protection systems for bale openers, infrared spark detectors, spark diverter systems, metal diverter systems, filtration system fire protection and their newest product, the high speed AD-50eC THS-TT Metal and Spark Diverter designed to be the most compact and sensitive product of its kind on the market.
Argus uses their products to design a customized solution for each customer. “Costs range from $5,000 to protect a small machine to $500,000 for a large mill installation. There may be multiple processes in cotton spinning mills and textile mills and each machine is a little different, requiring a different solution,” says Viniconis. “The mill will send us a machinery drawing and we’ll advise them on what they need, we’ll have a technical discussion and then we’ll put it all together.”
The roots of Argus Fire Control trace back to the 1940s and an Atlantacompany called Southeastern Safety Appliances which sold safety goggles and handheld fire extinguishers. Argus founder, Dick Thomas came up with the idea of automating the process.
Initially the company protected Southeastern U.S. spinning mills like Parkdale Mills, Frontier Yarns and Gildan. But as the textile industry—key industry for the Carolinas since the early1900s—started to shift, so did company operations.
“At one time there were about 600 spinning mills in the U.S.,” explains Viniconis. “Now there are probably 50. By the early 2000s much cotton spinning had shifted to Pakistan, India, China, Bangladesh, Brazil and Mexico. That business—and our customer base—began moving offshore.”
It was something that Viniconis himself had done. Growing up on a small Connecticut farm, he dreamed of traveling the world—a shortwave radio, a gift from his father, allowed him to listen to broadcasts of Radio Cairo and All India Radio and to fall asleep to the chimes of Big Ben from the BBC.
Later Viniconis studied International Relations at Colby College in Maine and received a scholarship to spend his junior year studying in Vienna and Paris. Graduation led to a 14-year career with KLM Royal Dutch Airlines.
Viniconis continues, “Luckily, Dick Thomas and his wife Jeanne, who ran the business together, had forethought. They had the vision to see that the textile industry might not always stay in the U.S. and were already exporting to Latin America and Europe. When I came on board in the 1990s, they tasked me with developing more business overseas.
“I figured I didn’t know anything about fire protection or textiles but after working at KLM, I knew about international trade. I found out quickly this isn’t something where you make one trip overseas and change your balance sheet. It takes years to develop some international markets.
“It was three years of travel to Pakistan—more than 10 visits—before we started generating business there. The management of most companies wouldn’t have the patience but Dick Thomas did. He said, ‘Just keep going. It’ll happen.’
“And it has continued to happen,” the veteran Viniconis says, his lifelong “travel bug” not yet satiated.
Argus Fire Control participates in an average of five major industry trade shows around the globe each year.
“Myanmar and Cambodia are new markets with trade shows coming up,” explains Viniconis. “At first I may just go to the shows as a visitor with brochures, business cards and an open mind. I meet the local companies, find an agent and then possibly exhibit at next year’s show.”
Viniconis is quick to point out that the encouragement of Argus’ international growth is strongly supported by company Chairman Bob Duncan and Vice Chairman George Wagner.
“They have invested a great deal of time, money and patience to reach current levels of exports in these markets, and they have carefully assembled a team of international-minded and dedicated staff, engineers and technicians to support this growth,” affirms Viniconis.
Argus Fire Control also takes advantage of the resources of the U.S. Department of Commerce and the U.S. Export Assistance Center (USEAC) to stay ahead of emerging markets. “The Department of Commerce has been instrumental in getting us overseas,” says Viniconis.
“They assisted us with raw data to identify markets we should consider. We still use them to identify new markets and different sales channels. They can open the doors to U.S. embassies and attaches around the world.”
The USEAC opened its Charlotte office in 1996. Greg Sizemore is the director. “Argus used our program called ‘Gold Key Service,’ where we can set up meetings for them or for other North Carolina companies with qualified buyers abroad,” Sizemore explains. “We have offices in over 80 countries and our people abroad can find key distributors and develop market intelligence. We can even provide interpreters and driving services. It’s one of the best things we do with an over 80 percent success rate.
“But the key to success internationally is travel. Mike Viniconis knows this. His passport is easily two inches thick with annexes stapled onto the back. When you get on a plane you’re proving to potential buyers that you’re serious about their market and you’re willing to commit. Getting on a plane and building that relationship with prospective buyers overseas is critical to international success.”
Since the Thomases retired from Argus in the late 1990s, Viniconis has continued to spearhead the company’s international push. One five-week business junket last fall had him in Pakistan, India, Thailand, Indonesia, Singapore and Japan. Since September 2012, he’s been overseas for a total of 15 weeks.
The push has paid off; Argus Fire Control now does business in more than 50 countries and exports of their product are 80 percent of their total sales. And while Argus exports to the more familiar regions of Europe and Southeast Asia, it seems no location is too exotic. Current work includes a project in a remote corner of Uzbekistan and they just concluded agreements for three textile mills being built in Angola.
“We do business in countries where there are no Starbucks or McDonalds,” Viniconis says. “It’s been interesting as well as a lot of fun.”
Argus credits their use of independent sales agents in each country as key to their success. “The art of this business is to find the right agent,” says Viniconis. “We’re doing extremely well now in Bangladesh, India, Pakistan, Mexico and Korea because we have good agents there and the markets are doing well. Having the right agent is critical to a small business exporting successfully.”
Viniconis affirms there is great demand overseas for American products. “Everywhere we’ve done business we find American products are held in high regard. Overseas markets like Americans’ honesty in business, they like the service we provide and the high quality and reliability of the products. American products last.
“Argus has systems out there that are 15 or 20 years old. We joke that it’s not good to be a spare parts salesman for Argus; you won’t make any money. These systems have to operate not only locally in the Carolinas but also in Uzbekistan—that’s a long way to go to replace a part. These systems need to work.
“We design our products to be as ‘plug and play’ and as robust as possible so they don’t require much service, just normal maintenance. We also train the end user, the mill, to do the service. If they prefer, they can contract maintenance to our agents but most of our customers do their own service.
“We’re not the low cost provider, but considering the life of the product, we offer great value and reliability.”
Viniconis maintains that internal R&D also factors heavily into design improvements and new products: “Our products have to perform under harsh industrial environments—dust, dirt, noise—and be able to withstand power fluctuations of 15 to 20 percent.
“Imagine the power grid in Bangladesh. Our systems need to be able to withstand power surges, brownouts and blackouts and to come back and operate as if nothing happened. That’s why we sometimes install triple levels of power protection.”
Shrink or Swim
For Argus Fire Control, the challenges of doing business globally are far outweighed by the benefits. One enormous benefit in particular stands out: survival.
Argus customer Parkdale Mills is a leading global provider of spun yarn. Parkdale President Dan Nation has worked with Argus Fire Control for 25 years and has a unique perspective on the company.
“The textile business was on the decline for awhile. There was a lot of consolidation and a lot of companies went out of business. This affected a huge part of Argus’ business, but rather than sit back and shrink with that market, they decided to make their market bigger, to expand overseas.
“I watched Mike build that business. It was amazing to see the places he would go—countries I would never go to. He’s a road warrior. Now they’re all over the world. When I became president of Parkdale, one of the first things I did was sit down and talk to Mike about how he took his company international, because he’s done as good a job at it as anybody I’ve seen,” attests Nation.
Viniconis states it simply, “If we had not expanded overseas, we would not exist. We couldn’t have survived on domestic business. Exports kept us alive and now the profitability of exports allows us to grow.”
And growth has led to a new Argus Fire Control facility. In May, the company moved to a 13,000-square-foot facility near I-85 and the Billy Graham Parkway. “I always like to be in either the landing or takeoff pattern of the airport,” Viniconis jokes.
In May, the company also received the prestigious President’s E Award for 2013 from the U.S. Department of Commerce and the White House. Winners of the E Award are recognized for their significant contribution to increasing U.S. exports.
“We’re very excited,” says Viniconis. “It’s an award that every exporter aspires to. We’ve had four steady years of export growth. Because of exports, Argus Fire Control never experienced the recession.”
Viniconis is also a proud member of the North Carolina District Export Council and says he has learned a lot from his involvement with the group and from their chairman, Wayne Cooper, whom Viniconis considers a mentor.
“The Export Council is very active,” Viniconis says. “They host seminars and road shows and work with local community colleges. It’s made up of a cross section of industries—manufacturing and service—and every size of company from small businesses like Argus to Caterpillar. We’re all excited about exports.
“We mentor other businesses and encourage them to export. The statistics are that only one percent of businesses in the U.S. export and of that one percent, most only export to one other country.
“Any company making an interesting product nowadays probably gets inquiries from international customers. I’d advise them to take those inquiries and contact the Export Assistance Center or the District Export Council or me and we’ll tell them what their next step should be.
“Field those inquiries because you never know when your domestic market might start to wither and you need an international market to keep your company going and strong.”
When Malcom McLean patented the intermodal shipping container in 1956, he revolutionized the transport of goods and cargo. No longer were the sale of goods limited to specific regions; thanks to the ease and uniformity of intermodal containers, goods could travel the world.
Well, shipping container architecture is once again taking center stage, or rather, becoming the stage for hospitality venues, tradeshows and other public events with Boxman Studios’ design, development, and deployment of them as immersive brand environments for events and trade shows around the world.
Containers Come Full Circle
Few inventions can boast as profound a social and economic impact on everyday life as the shipping container. It’s a large steel box built in standard sizes to support the transportation of goods by ship, truck, train, and sometimes even airplanes. Invented by native North Carolinian Malcom McLean (Maxton, N.C.)—known as the truck driver who reinvented shipping—the shipping container replaced wooden crates and loosely packed boxes that were clumsy, expensive and time time-consuming to load and unload.
Because of its uniform design—stackability, versatility, strength, resistance to theft, and ease of loading and unloading—the uncomplicated shipping container greatly reduced the costs of production and distribution, some say by up to 90 percent. Nearly every product imported into this country is transported via a ship in a metal shipping container.
Once the ship arrives in port, the containers are removed from the ship via a large crane and transferred onto railroad cars and tractor trailers for transport into the interior areas of the country.
Today, the majority of shipping containers are manufactured in China with over 21,000 landing on U.S. shores each day. In the United States we have an overabundance of used shipping containers because of the economics of international trade; we import more than we export. But once they’re here, they’re oftentimes orphaned. This is where Boxman Studios comes in.
“We see endless possibilities in the repurposing of these very sustainable boxes,” attests David Campbell, president, CEO and founder of Boxman Studios, LLC.
Campbell calls himself a “serial entrepreneur,” at one point in his childhood aspiring to be an architect. Today, he lives in Myers Park with his wife and three children.
Campbell grew up in Katonah, N.Y., and earned a journalism degree from Ohio Wesleyan University in 1995. He returned to New York City and joined up as a stock broker with Prudential Securities, becoming a trader on Wall Street.
An invitation to play golf in Charlotte a year later turned into a job offer with investment and brokerage firm Interstate Johnson Lane. After three years, he changed industries and accepted accepting a position with Harris Murr and Associates, a Charlotte-based real estate developer.
Three years later, his burning desire to become an entrepreneur led him to open his own real estate development company, Acer Development, specializing in commercial properties, specifically office and retail space. Today, Campbell still keeps a hand in this business.
Campbell describes himself as a visionary—a contemplative person. He deliberately takes time for reflection and goal-setting. He clears his calendar for one day every 90 days, going it solo oftentimes in the mountains to reassess and redefine his goals, dreams and expectations of life.
He credits this open mindset of continually seeking out challenges for this current chapter in his life. In 2008, after reading an article about new uses for decommissioned shipping containers, he was intrigued. So he bought one and started playing in the mobile hospitality space. By 2009, he had a staff of 11.
One of his first gigs was to set up a mobile hospitality venue at the Charlotte Motor Speedway. Using a shipping container, Campbell’s vision was to create a positive sensory experience for each visitor, a concept called “experiential marketing.” Unfortunately, right before the event, the client cancelled. Having already designed a ‘Pop-up Party’ for his client, Campbell decided to attend the racetrack event anyway and throw a party to see who would come.
“The unique design of the container as a hospitality venue attracted many visitors,” says Campbell. “I knew I was onto to something as I watched people slowly realize what the venue was made of and thought it was really cool. It validated our design principles.”
Boxman Studios modifies these decommissioned shipping containers on a five-acre, 65,000-square-foot property just north of Charlotte. Both corporate offices and manufacturing are housed here, along with space for trucks that transport these repurposed containers to client locations around the country. Boxman Studios also has a storage, manufacturing and distribution center in Los Angeles.
A Better Brand Experience
Campbell has structured Boxman Studios into three separate business proficiencies—design, development and deployment. The design process is highly collaborative, with the first question asked of the client, “What do you what want to achieve?”
“I have all the faith in the world that we can create unique and one-of-a-kind experiences for our clients and for their customers,” says Campbell.
“We have a custom solutions mentality,” describes Campbell. “When working with our customers, we want our solutions to be easier, cheaper and cooler than our competition.” Campbell says he has created a company culture around the “just say yes” approach to customers.
For all of Boxman Studios’ projects, the main goal in the architectural design of a mobile hospitality venue is to facilitate interaction. Whether throwing a party or creating a pop-up retail space, clients typically want an attractive, interesting and welcoming venue to entertain and impress clients.
And with using sustainable architecture such as shipping containers, Campbell points out that he is helping his clients align their brand with a responsible environmentally-friendly solution.
Boxman Studios’ mobile hospitality venues are oftentimes pop-up parties that are popular rental units for many reasons. It arrives as a box, the flaps go down and is adorned with a bar, couches, TV, stereos, WiFi, electrical (either power or solar), and customized branding—all built in and already attached. The only thing left to add are the people.
Campbell has positioned his company as a strong player in the experiential marketing space. Essentially, experiential marketing attempts to connect consumers with brands in personally memorable and relevant ways by creating a positive sensory experience to influence or motivate potential customers to become loyal brand users.
Experiential marketing uses tactics that ignite the senses and emotions, whether it is audio or visual (or a melding of both), a physical sampling of a product, an anticipation of winning something, or many other forms. In Boxman Studios’ case, they’re creating an architecturally unique sensory experience for the visitor to get their attention. Once they’ve gotten their attention, the next step is to share a brand’s message in a memorable way that will stick.
Jack Daniels is one of the better known brands taking advantage of experiential marketing rather than traditional approaches. The company prides itself as independence with a shot of rebel. They used that mentality to create a comfortable environment for visitors to sit with a brand ambassador, discuss whiskey versus bourbon, and sample some good old No. 7. Jack Daniels gave customers a memorable experience.
Red Bull is not only a high-energy drink, it is a high-energy company. They needed a customized venue that could travel with them anywhere. Boxman Studios created a convenience store-style interactive booth using a 20-foot container which features all the comforts and amenities of a convenience store, down to the snacks and ice-cold Red Bull. It is easy to set up and break down, and it can accommodate virtually any space.
Boxman Studios’ sales team targets global brands, architectural firms designing sustainable environments, and/or marketing firms who support global brands selling solutions in support of tradeshows, events or clients in need of a permanent or semi permanent building.
“These custom-built designs have many applications where we can create an environment that’s memorable, adds to our client’s brand equity, and highly complements what they are selling,” says Campbell.
Launching Customized Environments
In 2012, Mark McInnis from Javelin, an experiential marketing agency in St. Louis, Mo., reached out to Boxman Studios to help their client Samsung with the North American launch of their new Galaxy S III phone targeting the consumer market. Samsung wanted to take the technology to the people and let them interact with the phones in an intimate environment to experience all of its features directly.
Samsung’s 12-week, eight-city campaign took America by storm in customized environments that let people experience the smartphone on a personal level. Starting with a repurposed 20-foot container, Boxman Studios customized a ‘cabana’ design maximizing showroom space and giving Samsung representatives room to engage with prospective customers.
Fully customized and appropriately branded, Boxman Studios’ iconic solution attracted crowds in every market. The comprehensive campaign turned out to be so successful, that Samsung continued the tour in three additional markets.
Earlier this year, Javelin reached out to Boxman Studios on another Samsung project, this time targeting college students. This road tour was designed to introduce Samsung’s next generation phone, the Galaxy S 4. For four days, a Boxman Studios’ mobile hospitality venue was set up in a recreational area on six campuses for the students to try out the latest and greatest Samsung phones and win prizes.
McInnis says, “Boxman’s mobile hospitality venues give a sense of premium quality that feels permanent, versus another mobile technology that’s typically on wheels. These venues on campuses work very well for us,” says McInnis.
“After an all day event, you can lock them up at night, return the next morning, open them up, host the event and then drive them out to the next location. For these types of road tours, Boxman handles all the logistics including providing trucks, drivers, loading and unloading. It truly is a great resource to have in our toolkit to offer our clients,” adds McInnis.
Each year, the world’s leading thinkers and doers gather at the TED Conference for an event many describe as the “ultimate brain spa” or “a four-day journey in the future in the company of those creating it.”
Google wanted to have a big presence at this event and was given courtyard property outside the Long Beach Convention Center to create an iconic presence. The venue needed to be large enough to accommodate visitors from the TED Conference, and yet small enough to fit into a limited footprint. It also had to be versatile enough to include a range of activities to keep convention goers engaged and entertained. Boxman Studios was called in.
Two weeks before the TED Conference, Boxman Studios began setting up shop in Los Angeles with five, 40-foot shipping containers. Reaching 24 feet into the air, Boxman Studios designed and created three temporary buildings that were dubbed the ‘Google Garage.’ Each container was delicately lifted from the street into Google’s assigned space outside of the Long Beach Convention Center.
A 3,000-square-foot structure was then filled with all things Google, including interactive YouTube screens, viewing areas for the TED talks, an Android charging station, a basketball hoop, a claw machine, a coffee bar, and various other cool activities to take a break from the conference. The result—Boxman Studios created an innovative, yet iconic space for attendees.
As a young boy, Campbell’s dream of becoming an architect didn’t necessarily involve big metal boxes used for sleek hospitality venues. But looking out to the future, Campbell has big dreams for these sustainable customized shipping containers. He sees endless possibilities including pop-up buildings for emergency services and greater uses in the education, medical and growing of food industries.
In 1976, at the age of 22, Mike Thompson started in the insurance business. As a suggestion for success, more seasoned colleagues advised him to get involved in civic activities, so Thompson chose to attend a civic club meeting in East Charlotte.
Charlotte’s mayor was the club’s guest speaker and Thompson recalls the mayor’s first remarks as especially meaningful.
“When he got up and said, ‘My name is Ken Harris and I’m with New England Mutual Life Insurance Company,’ I immediately felt like my career choice had been validated. The mayor of Charlotte was an insurance agent and proud to be one,” Thompson recounts.
Today, Thompson himself is the managing partner of the former mayor’s agency, which was known as Harris Murphy and Associates before 1994.
It’s been Thompson Financial Group, Inc. (TFG) since then, but the roots of the company date back to 1905. “There have only been six others in my position, so it has been a privilege and an honor to have this firm,” says Thompson.
TFG is the North Carolina agency for New England Financial, a MetLife company. New England Financial formed when MetLife merged with the oldest mutual company in the U.S., New England Mutual Life Insurance Company, in 1998.
With close to $600 million in assets under management and over 50,000 policy holders, TFG offers a wide range of financial services from estate planning, investments, insurance and total wealth management to corporate solutions such as risk management and employee benefits.
“My predecessor handled the pension plan for the North Carolina Bar Association, so many of our clients in the 1940s and ’50s were attorneys,” explains Thompson. “We still provide financial services to many attorneys.
“We’ve also had a very large business in the construction industry. We started the Carolina Construction Alliance as a service to our customers in the construction industry. At one point, we handled the insurance and investments and were the primary financial advisor for 300 to 500 construction firms.
“More recently, we’ve been working with independent pharmacies across North Carolina and Virginia.”
TFG started out based in North Carolina with principal offices in Charlotte, Raleigh and Greensboro. In 2007, TFG merged with the Virginia agency for New England Financial, Financial Services of Virginia, and gained offices in Richmond and Charlottesville.
Last year TFG merged with the South Carolina agency known as Carolina Capital Management, whose main offices are in Charleston and Greenville.
“So now we encompass three states and we’re more of a regional firm,” Thompson comments. “We also have international clients and are licensed in 42 states.”
All of the agencies have kept their original names to retain local market recognition and, along with TFG, are covered under the corporate entity name NEF of the Carolinas, LLC.
TFG currently has about 55 career advisors and several hundred associated brokers. TFG career advisors start as employees, but as they grow they become independent contractors, eventually owning their own businesses. As the firm’s managing partner, Thompson’s goal is to assist each advisor toward that opportunity.
“Each of the 55 advisors runs their business according to their own business plan and their target clients vary according to how they wish to specialize themselves in the marketplace,” Thompson explains. “Some advisors specialize in working with individuals, some only with corporations. But whatever client market they choose, our products and services can support their clients’ needs.”
MetLife is TFG’s primary carrier but Thompson notes, “Our career advisors have access to many carriers, and choose where to place a client’s business based on what is best for each client.”
“The days of the product sales people have pretty much gone away. Agents are called advisors because they act in that capacity. Somewhere around 50 percent of our business today is in wealth management, with the remaining portion in risk management or insurance. When I started, only five percent of the business was wealth management. Today’s industry professionals need to be well-versed in the entire arena of financial services.”
Expertise, Products and Tools
Each advisor has specialized tools to best assist their clients. TFG uses a holistic approach to financial planning called “consultative selling.” The seven-step program begins with an assessment of a client’s current position and of their goals and objectives, identifying gaps and creating a vision, and then moves to development and implementation of a customized plan to achieve those goals. Periodic status meetings monitor and refine the plan.
Many advisors also take advantage of the firm’s specialized technology tool called Personal Financial View (PFV). According to Thompson, “PFV is a web-based program that aggregates all of a client’s critical documents and key information in one location. A client can easily access and view their financial picture and collaborate with us in real time. The PFV tool separates us from our competition.”
TFG identifies several common stages with specific financial planning needs: early stages include a new couple or a startup business, both needing to establish a relationship with a financial services person; intermediate stages may involve a couple buying a home or starting a family or a growing business needing advice on liability insurance, adding employee benefits or group health insurance; later stages could involve establishing kids’ college education funds or estate planning for the individual and additions of a 401(k) plan or programs for key employee retention or a business succession plan for a mature business.
Through their in-house specialists or affiliated companies, TFG has the personal solutions for all the stages of the financial life cycle. But Thompson notes that TFG also stands out for its expertise in an emerging market.
“Many companies can help you make money, but what happens when you want to start taking the money out?” asks Thompson. “Who will help you integrate your 401(k) with your pension? When is the best time to start receiving social security? As a business owner, how will I be able to retire? What are the tax implications when you withdraw or move money from an account?
“Baby Boomers are running into these questions now. They’re afraid they might outlive their money. Our expertise really works well with distribution planning. My goal, and our goal as a firm, is to make sure clients have a comfortable retirement. This kind of planning is a specialty for our firm. There’s no substitute for planning.
Thompson has been assisting some of his clients for over 30 years. Dr. Jerry Punch became a client 36 years ago when he was just a second-year medical student at Wake Forest’s Bowman Gray School of Medicine.
“The first time I met Mike Thompson, my wife and I were living in a three-room apartment that had no heat. Mike came over to speak to us about planning for our future,” recalls Punch. “When you’re a medical student a lot of insurance and investment people reach out to you because of your potential for a significant income in the future. I had turned down numerous other people, but Mike was different. After speaking with him, I realized this was an individual who really cared and would look after my family long-term.”
Punch, who in addition to having been CEO of his own emergency medicine company and a hospital chief of staff, is also well known for his work as a commentator for NASCAR and college football and basketball games on ESPN and ABC and as a motivational speaker and a consultant in sports medicine.
“I travel a lot in my career and I’m constantly bombarded with people who say they’re an expert in estate planning or that they have this high profile athlete or NASCAR driver as a client,” Punch says. “But in my opinion, none of them have anything more to offer or are anymore knowledgeable than Mike Thompson.
“I use almost every service TFG offers and I’ve never had a single regret. I trust him with my future and with my finances. I have a tremendous comfort level knowing that Mike is taking care of me and my family as if he were a part of my family.”
Thompson acknowledges that the most satisfying part of his work is seeing the tangible effects of what he does in his clients’ lives:
“It’s always rewarding when my work helps a client achieve a goal.” He recalls one instance when he met with partners in a lumber company in theNorth Carolina mountains to discuss a buy-sell agreement so that in the event of a partner’s death the remaining partner could buy the deceased partner’s share of the business. It would protect the business but one partner was very resistant.
“It took a lot of planning, explaining and working with the partners to finally get the agreement in place, but it was important that we did it because within two years of the policies going into effect, one of the partners passed away. Because of the policies though, the remaining partner was able to retain the business, and the deceased partner’s wife and family received a fair market price for their share of the business.. They were so thankful that we had worked to get that protection into place. That had a huge effect on me.”
Thompson’s concern for his clients is one of the reasons he’s initiated a succession plan for his own firm. “My plan is to retire from management of the company in the next few years, but I want to ensure my clients are still receiving the service they deserve. So I’ve entered into a succession plan with my partner Ed Cook, who will be the management successor. But I’m not getting out of the business; I’m just changing roles.”
Last year MetLife initiated a “team selling” system where experienced advisors pair up with individuals new to the business. The new people assist the advisors, freeing them up to focus on clientacquisition and sales. There are dedicated roles within the team for the advisors who focus on sales and the practice managers who manage service to clients.
“I’m forming a team myself so I can lead by example,” says Thompson.
Thompson’s team practice manager is April Lee. Lee, who has worked as Thompson’s right-hand person since 2007, finds many advantages in the team selling approach. “This service model enhances the client experience,” she says. “Clients like having one point of contact and the responsiveness that brings. They also like that the advisors have more time for interaction with them.”
Thompson predicts that service enhancements will also result from MetLife’s choice of Charlotte as the hub for their U.S. retail business. The move will consolidate MetLife’s product management, marketing, sales and customer support people in the city by the end of 2015.
“I am very proud that MetLife chose to relocate to my hometown,” says Thompson. “This is a good thing for the city of Charlotte, for our firm and for our clients.
“And that’s the most important thing—that we can continue to provide a great client experience. We want to ensure that our clients’ financial needs and concerns are addressed with the highest level of attention, insight and capability.”
Infinisource is a leading provider of fully-integrated, SaaS-based, cloud-resident Human Capital Management (HCM) solutions for small to medium-sized employers that are looking for a better way to manage and optimize a workforce. Their offerings include everything an employer needs—including payroll, human resources, benefits administration, time management, talent management and compliance—accessible from one login, anywhere and anytime.
Sound like an employer’s dream? Well, it is for many.
Infinisource was initially formed as COBRA Compliance Systems, Inc. in Coldwater, Mich., to handle health insurance COBRA benefits under the newly passed COBRA legislation in 1986.
Throughout the years, it has grown steadily, enhanced by several strategic acquisitions to supplement and enhance its offerings—COBRA Compliance of Indianapolis, Ind.; Aurora Administrative Solutions of Dayton, Ohio; Priority Pay of Laguna Hills, Calif.; Full Circle Payroll of Palmetto, Fla.; ABCO Payroll Services of Bradenton, Fla.—and acquired the new name in the process.
Headquartered in Ballantyne, Infinisource has been in business for over 27 years now with operations all over the country, serving over 63,000 small and midsize customers worldwide including some high-profile clients such as the San Francisco Giants, Washington Redskins and several of the Inc. 500 fastest growing companies in the country.
Its powerful presence in Charlotte is due to the amazing vision of inspired entrepreneur and investor Gary Trainor, its CEO. He is on a mission to create the most trusted provider of human capital management solutions by supplying industry-leading technology and expertise that empowers people and companies to do their best work.
The American dream of business ownership is oftentimes for people just that—a dream. But for Trainor, it’s the culmination of a lifelong pursuit with corporate America his training ground.
Trainor was born in Belleville, New Jersey. After graduating with honors with a B.A. in business administration from Rutgers and obtaining an M.B.A. in business from Fairleigh Dickinson University, he began what would be a 17-year stint with automatic data processing firm ADP in Roseland, N.J.
At ADP, Trainor served on the executive committee and was division president for two of the company’s largest business units. However he’s most renowned for launching the EasyPay system, a widely distributed payroll product.
Following ADP, from 1992 through 2005, he served as president of business management services firm CMS, Inc. in Winston-Salem, and then as division president at electronic commerce and payment services giant First Data.
But Trainor had a vision of his own. He has an entrepreneurial drive he attributes to his father, who started as a sweeper in a leather finishing factory and ended his career as president and general manager of the same company. He wanted to create an entity that would combine the best of the best into a full-service solution to serve the human capital management needs of small and medium-sized businesses.
In 2008, he joined leading private equity firm Accel-KKR as an operational advisor. Accel-KKR, a partnership between venture capital firm Accel Partners and leveraged buyout firm Kohlberg Kravis Roberts, is a firm focused on control investments in software and technology-enabled services companies.
Having had over three decades of experience at both ends of the human capital management equation, Trainor was ready to head up his own growth venture.
“I wanted to build a company that cuts out the cost and complexity of being an employer,” says Trainor. “I wanted to change how small to medium size companies, those with 20 to 2,500 employees, manage their workforce by providing a total workforce management solution.”
He felt his years of experience gave him great insight into the strengths and weaknesses of the market and that, by focusing on the human resource needs of organizations, he could build a company that targets all the ‘must haves’ in HR—payroll processing, tax and regulatory compliance, benefits administration, scheduling, human resources management and time and attendance systems.
Trainor’s search for the best workforce management software to offer this underserved market led to Infinisource, a leading provider of integrated benefits and compliance solutions for small and mid-size companies, known for great service and expertise in compliance law. At the time, Infinisource had over 4,000 broker relationships, 17,000 employer clients and 1.3 million “lives” on its system.
Fortunately, Trainor had a partner with capital who believed in his vision, and so in September 2011 Accel-KKR acquired a majority equity interest in Infinisource. Trainor was appointed CEO and the former head Gary Hart was retained as president of benefits administration. The investment proceeds would fund the company’s continued growth, broaden its suite of offerings, and deliver SaaS technology for employers and business partners.
Trainor had no sooner identified Infinisource as a necessary part of his vision, than he set to work surveying the workforce management landscape for the best technology available in the industry. That had drawn his eye to America OnShore, Inc.
Trainor had determined that America OnShore, a leading provider of human capital management technology for small and mid-size companies, would provide Infinisource the most leading-edge, cloud-based technology on a single platform to manage the information lifecycle of an employee.
“Not only did we have tremendous knowledge and experience around compliance issues with regard to tax filings, benefit offerings and other sensitive workforce management that must meet established regulations,” says Trainor, “but we now had the best technology in the industry with America OnShore.”
Simultaneous with the acquisition of Infinisource, Trainor, along with his equity partners, purchased America OnShore, launching the combined entity as Infinisource with Trainor at the helm and retaining the former head Todd LaFever as president of employer services and technology.
For Trainor, it was the trifecta of technology, marketplace and investment dollars to launch his vision.
The Proving Ground
In early 2012, Trainor moved Infinisource headquarters to the growing Ballantyne Corporate Park in Charlotte, announcing plans to hire more than 160 employees.
Trainor had purposefully chosen Charlotte as headquarters for the combined entity that met both personal and business needs. His two adult children reside in Charlotte, and he wanted his new company to be located in a high growth city.
“Charlotte is such a pro-business town,” says Trainor. “We knew we could grow the company with the talent pool available here, both on the technical and managerial side of the business.”
Hart and the team at Infinisource were excited to begin their partnership with Accel-KKR, who they knew to be a firm with a long track record of helping to grow great businesses.
“I knew the partnership would solidify our foundation and enable us to capitalize on the tremendous market potential while increasing our relationships with customers and partners,” comments Hart.
“I believed in their vision,” recounts LaFever. “Between the natural synergy, Gary’s vision and the technology platform, I knew that we could outsell and outperform our competition.”
Soon after the formation of the combined Infinisource, Trainor’s son Chris joined as the company’s chief marketing officer. Prior to joining Infinisource, Chris was a senior vice president and strategy executive at Bank of America.
“I was excited from the beginning, because these acquisitions would allow us to cross-sell a best-in-class product to a very satisfied customer base,” comments Chris. “And statistics show that when customers have a high level of satisfaction with one product, they have a greater propensity to purchase additional products.”
The new reformulated Infinisource hit the ground running with several strategic initiatives. In early 2012, the company introduced the new Infinisolved HCM technology, a cloud-based SaaS technology enabling human capital management tools accessible on a unified platform.
Chris likens the single interface to that of the iPhone: “It’s so intuitive, that on one single platform, HR managers have access to their employee database of information at so many levels.”
In December 2012, Infinisource acquired Qqest, adding a time and attendance software to its arsenal of human capital management services. This strategic move not only added more service offerings, but doubled its client base, making Infinisource the largest single-source provider of workforce tools for small and medium size employers.
With these acquisitions and strategic initiatives, Infinisource has bundled these services into its marketplace offering called iSolved, a payroll and employee management system with a complete solution for managing a workforce including payroll processing, benefits administration, talent management, and time and attendance. iSolved gives companies an unprecedented view of employee data with a single login onto a single database.
New client Angie Johnson of the Charlotte Athletic Club says, “In a small business where you wear lots of hats, I didn’t have time to waste creating spreadsheets and keying data just to get the payroll out. So we chose Infinisource, a company that does everything for you. The key benefits are the ease of using their system and their involvement in keeping us moving.”
It All Comes Together
Over 40 states in the country have laws that mandate the continuation of health benefits when employee-sponsored coverage is terminated. Infinisource helps employers comply with laws at the state level and the federal level (COBRA) that can be challenging and confusing to implement. These laws are complicated and driven by ever-changing regulation and business conditions.
With over 25 years of experience, Infinisource Compliance services prevent employers from exposing themselves unknowingly to tax issues and litigation. For example, the average cost of a COBRA lawsuit is $40,000 to a company and, according to the IRS, 90 percent of employers are noncompliant with COBRA regulations.
And, adding to their compliance expertise, Infinisource has recently announced new technology enhancements that enable employers to meet requirements and deadlines associated with the Affordable Care Act (ACA) or commonly referred to as Obamacare.
Another key market Infinisource targets is insurance brokers who work with companies selling benefit plans for their workforce. They offer exclusive programs for select brokers who want to partner with Infinisource and represent the Infinisource brand of services to their customer base.
These programs include co-branded marketing materials, dedicated account managers and access to a library of industry-related information. A Preferred Broker Program gives Infinisource the ability to share revenues with the very best of partners.
Infinisource has conducted seminars and webinars for over 25 years now, educating more than 275,000 human resource managers, benefits professionals and brokers with topics on critical issues that keep companies compliant with tax laws, benefit offerings and up-to-date on new approaches to workforce management solutions. Their website is replete with infographics, checklists and guidelines helpful in the human resources arena.
Infinisource’s solutions and services have proven successful in many industries, including manufacturing, construction, agriculture, health care, banking, hospitality, education and government, retail, service and others.
With Trainor’s substantial expertise and entrepreneurial vision, Infinisource has been nationally recognized as a leader of workforce management technology solutions and named to the 2012 Inc. 5000list of fastest-growing companies. Trainor attributes this success to his management team being the best in the industry—seasoned payroll industry executives from hand-picked companies.
Infinisource currently has over 400 employees on the payroll. They also maintain division offices in Coldwater, Mich., and Sandy, Utah, and satellite offices in Colorado, Idaho, Washington, California, New Jersey, Florida and Texas.
Trainor’s number one goal at Infinisource is growth. He believes that by focusing on growth they will continue to enhance the value of their products and services, expand their competitive advantage, and create career opportunities in the local communities where they are based.
“Growth should be our obsession,” Trainor communicates to his employees. “Not growth for growth’s sake, but rather for the discipline it demands to build great technology and deliver great service.”
When asked what his vision is for Infinisource five years from now, Trainor says, “I’d like Infinisource to be the most admired technology provider in the human resources industry, reach the $200 million mark in annual revenue, and make a significant contribution to the local Charlotte community.
Charlotte seems like the perfect fit for new city manager Ron Carlee. He spent over three decades in the Washington, D.C., suburb of Arlington, Virginia, but even though he’s been on the job here in Charlotte for just a short time, the Birmingham, Alabama, native already feels right at home.
“I’m definitely a southern boy, there’s no question about that,” he says with a big grin. “The day we were unpacking, Interim City Manager Julie Burch dropped by with a bottle of champagne. That was a sure sign I was back in the South, because nobody in Washington ‘drops by’ to see anybody, anywhere, anytime. That really told me that I was out of Washington.”
Carlee says he stumbled onto the Charlotte opportunity almost by accident. He was working as chief operating officer of the International City/County Management Association (ICMA), but had served as Arlington County manager from 2001 to 2009. In the fall of 2012, he ran into an old friend who happened to work for a search firm that was competing for the contract for the Charlotte city manager search.
“I was very happy at ICMA and wasn’t job hunting, but I did miss city management a little,” Carlee admits. “The Charlotte job profile had my name all over it. If I were writing a profile for myself, I wouldn’t have changed a word. It even said that experience as a chief operating officer in the private sector would be helpful. When I sent it to a couple of my references, they read it and said, ‘This is your job.’”
A Perfect Fit
Carlee, 59, replaces Curt Walton who retired in December 2012 after serving as city manager for five years. The Charlotte City Council and Mayor Anthony Foxx chose Carlee after also considering two internal candidates: Deputy City Manager Ron Kimble and Assistant City Manager Ruffin Hall. Interim City Manager Julie Burch was not a candidate for the job.
Talking to Carlee, you immediately sense the enthusiasm he has for his new city. He liked the fact that Charlotte was large and urban, but had a strong foundation and a focus on the kind of redevelopment initiatives he had spent so much time on while in Arlington. He and his wife, Emily Cross, also visited Charlotte for several days prior to his interview to get a feel for the city, and they were genuinely excited by what they saw and heard.
“Geographically, my wife and I had always limited ourselves to Virginia and North Carolina due to family, friends and culture,” he explains. “She’s from southwest Virginia and I’m from Alabama. I really didn’t want to live any further south than North Carolina, but we also have family and friends within about three hours or less in any direction from Charlotte.”
“Quality of life is important to us,” he continues. “We are at that point in our lives where we’ve worked hard to build great communities, so now we want to live in one. We drove all over the city and talked to as many people as we could in restaurants, shopping and on the street.
“What we heard from every single person was that they loved living here. I’ve been in other communities where people were defensive, depressed, or even had a chip on their shoulder. That’s not the way it is here.”
Carlee was also impressed with the basic foundation that is in place in Charlotte. He asked the city planning director to show him some of Charlotte’s most challenged neighborhoods, but was pleasantly surprised that, unlike many other large cities, those neighborhoods seemed to have strong foundations and social fabric on which to build. He also liked that Charlotte is what he calls an “aspirational” city.
“Everybody here wants to do better and that is really critical,” he says emphatically. “I’ve been in other communities that are good, but they seem happy with where they are. They think they are already there, but they’re not. People here seem to have a strong sense that we’re good, and we’ve done some good stuff, but we’ve got more stuff to do. We can be an even better community than we already are.”
“I also want to emphasize how impressed I’ve been with the quality of the staff here,” Carlee continues. “People ask me how I feel about going into a community where your deputy and one of your assistants were both candidates for the job. But honestly, if this city had no qualified internal candidates, that would have been a red flag for me. So I’m thrilled to have quality staff.”
The couple has no children and they’ve decided to live uptown, renting a center city apartment for a time until they can better understand the uptown real estate market. He says he’s looking forward to living in an urban, walkable environment where he doesn’t need to spend a lot of time in a car commuting to and from work every day. He even says he hopes to try the city’s bike-sharing program when he gets settled in a bit.
Carlee on the Issues
One of the first challenges the new city manager faces is the ongoing battle between the city and the North Carolina Legislature over a proposed bill that would transfer control of Charlotte Douglas International Airport to an independent authority. Carlee has considerable experience working with independent authorities, having worked with both the Metropolitan Washington Airports Authority and the Metropolitan Washington Transit Authority while in Arlington.
While he’s keeping an open mind and waiting on the recommendations from the independent consultant hired to study the issue, Carlee openly expresses his concerns about authority-based management.
“I’m on the record as being suspect of authorities, but that doesn’t mean I’m anti-authority,” explains Carlee. “The reality is that either authorities or city departments can be successful or fail depending on the quality of leadership. But authorities oftentimes operate absent real accountability outside of the authority itself.”
Carlee uses the Metropolitan Washington Transit Authority to illustrate what can happen when authority governance goes badly. He was a member of a special task force that traced many of that transit system’s problems to micromanagement by board members concerned about the specific interests they represented, as opposed to the stewardship of the system itself.
“If the airport remains a department of the city, my intent is to run it like an enterprise,” Carlee says. “The aviation director has been very clear that his main objectives are to have the best customer service at the lowest cost. I think those are exactly the right objectives.”
Carlee is also a passionate advocate for public transit, including streetcars, but he sees transit as a part of a comprehensive economic development strategy rather than just a standalone transportation strategy. He uses his former city of Arlington as a prime example of how unified transportation and land use planning can work.
In the 1960s and 1970s, Arlington was a dying inner suburb as department stores moved out, buildings sat empty, and schools closed. But instead of building the Metro as a commuter train down Interstate 66 as originally planned, visionary leaders back then decided to put the subway right down the center of Arlington, while simultaneously updating the land use plan to allow higher density development.
“That land use transportation initiative is what turned Arlington around,” Carlee says enthusiastically. “I think the visionaries in Charlotte with the Blue Line, the Red Line, and the streetcar are trying to look forward in this same way. Charlotte has a great uptown, but as you go out into some of the neighborhood commercial areas, you see abandoned stores and empty parking lots. But these are good assets in great, accessible locations, and the neighborhoods adjacent to them are solid. We need to get the private sector in this city focused on redevelopment as opposed to green field development. By doing land use and transit together, the opportunities in this city are phenomenal.”
While he also sees the potential of the proposed Charlotte streetcar, he is quick to add that he will wait for the completion of the economic impact and funding study before drawing his final conclusions on that controversial project.
“If the streetcar can really stimulate significant private investment, redevelopment, and growth in areas where we want it to occur, why would we not want to do that?” asks Carlee. “But if it can’t do that, why would we want to do it? So I see streetcar not just as a streetcar; I see it as part of an integrated redevelopment and transportation strategy.”
Carlee also has a strategic view on using public money to help the Carolina Panthers improve Bank of America Stadium. He says that cities that want to play on the world stage need to have professional sports as one of the many institutional anchors in a community. So when the City and the Carolina Panthers reached agreement on a public/private partnership and voted to support an $87.5 million package late April, Carlee agrees it was a good investment for the local community as well as the NFL in Charlotte.
“I wouldn’t want to have sports and not have the arts; but I also wouldn’t want to have the arts and not have professional sports,” he explains. “In today’s world, you are not going to keep a professional football team unless you are willing to bring public resources to the table. There are a bunch of aspirational cities that will be eager to put up a lot of money so they can make a bigger mark themselves.
Finally, while the council has not yet agreed on an updated Capital Improvement Plan (CIP) for 2013, Carlee is optimistic the plan can be updated in the months ahead, and he says the characterization that the city is operating without a current CIP just is not accurate. He makes the point that the CIP is actually a five-year plan, so a plan is in place, it’s just the plan approved in 2012.
“While it was disappointing to the council it did not get one passed last year, it did not mean that capital programs stopped,” he explains. “In fact, a lot of capital development has been going on very aggressively for the past year. What the city did not do last year was adopt an updated capital plan. If you just skip a year revising it, it doesn’t mean you’ve stopped your capital program. In Arlington, we updated the CIP every other year.”
A Changing Landscape
Over the years, Charlotte has benefitted from a core of strong homegrown business leaders who have been highly effective in influencing the growth and development of Charlotte in positive ways. But in recent years, the business landscape and the key players have changed, so the challenge for Charlotte is to adjust to those changes. Mayor Foxx and the council have specifically asked Carlee to reach out to build new relationships with the business community and he says he also intends to reach out to our institutions and neighborhood organizations as well.
“The best cities are going to be those that can do cross-sector planning and collaboration together,” offers Carlee. “We don’t want factions competing with each other, but collaborating and trying to build win-win situations that advantage everyone in the community. We are inextricably interrelated with one another, so if we have weaker parts of this community, it’s going to work to the disadvantage of the entire community.”
“I think we need to develop distinctive redevelopments so people have lots of different choices,” Carlee concludes. “We don’t need high-density everywhere. We will still have Ballantyne and other more traditional suburban developments as well as our solid working class inner neighborhoods. We need to offer a range of lifestyles that will suit just about anyone who wants to come and live in a place like this where we have a good climate and warm, friendly people.”