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LynchburgBusinessMag.com FEBRUARY/MARCH 20164

TABLE OF CONTENTSFebruary/March 2016

14

28

26

46

UPFRONT FEATURES

MADE INLYNCHBURG50 CUSTOM TILES, LLC

COLUMNS

7 BY THE NUMBERS

8 IN THE NEWS

10 MOVERS & SHAKERS

11 PLUGGED IN

12 LET’S DO LUNCHMarket at Main

13 HUMAN RESOURCES2 Components That ImproveJob Performance

17 LEGALGarnishment Summons & Your Business

21 FINANCIALGive Employees Financial Independence

23 HEALTHCARE5 Steps to a Healthier You

24 REAL ESTATE2016 Market Forecast

45 MARKETINGThe Recipe for Success

48 COMMERCIAL REAL ESTATEDetermining Highest & Best Use for Properties

14 LEADER PROFILE Phillip C. Stone,

President, Sweet Briar College

18 LEADING LADY Shauna Parsons

26 BUSINESS UNDER 10

Waste Solutions

28 BEST PLACES

TO WORK Our Inaugural 2016 Awards

43 POSITIVE WORK ENVIRONMENTS

Building a Company People Want to Work For

46 BUSINESS OVER 10

Piedmont Floors

TO

WORKplacesBE S T

2016

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 5LynchburgBusinessMag.com 5

INSIDE LB

EDITOR’S LETTER

APRIL/MAY 2016ADVERTISING DEADLINES

Advertising Space Reservation.......................... February 29Editorial & Events ................................................ February 29Final Artwork ..............................................................March 4

For Advertising Information,Please call 757.213.2461 or email paul@vgnet.com

Publisher Randy Thompson

Managing Editor Jennifer RedmondEditorial Director Angela BlueGuest Editor Johanna Calfee

Editorial Assistant Ashley Bunner

Contributing Writers Patrick Bolling, Ashley Bunner, Kendrick Brunson, Johanna Calfee,

John Hall, Billy Hansen, Megan House, Beckie Hunt, Colleen McLaughlin, Emily Mook, Marcelo Quarantotto,

Suzanne Ramsey, Jennifer Redmond, Dan Vollmer

Vice President of Production Holly WattersArt Director Chris Meligonis

Client Relations Manager Brittany Proctor

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Web Developer Caleb WhiteheadSEO Analyst Michael Saks

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Photography Mitchell Bryant, Janine Enold, RJ Goodwin, Dani Heizman, Marcelo Quarantotto

Vice President of Sales & Distribution Paul Brannock

Sales Leader Missy Celli Account Executives Robert Barber, Christie Berry, Carolyn Keeling

Customer Service Representative Keely Miller

VistaGraphics StaffCopy Editor Robin Cather

Controller Anita BurnsAccounting Manager Dawn MeehanAccounting Clerk Kelsey Stephens

Office Manager Tracy Thompson

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SUBSCRIPTIONSReceive Lynchburg Business at work or at home by subscribing today for $9.97 annually. Receive 6 bi-monthly issues: Feb/Mar, Apr/May, June/July, Aug/Sept, Oct/Nov and Dec/Jan. To subscribe, go online to www.LynchburgBusinessMag.com or please send your check payable to VistaGraphics, Inc, 1264 Perimeter Parkway, Virginia Beach, VA 23454, Attn: Circulation Mgr. Please be sure to include your mailing information: name, address, city, state, zip code, and phone number. For changes of address, please email George Carter, Circulation Manager: george@vgnet.com

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© 2016 - all rights reserved. Reproduction of any material prepared by VistaGraphics, Inc., and appearing within this publication is strictly prohibited without express written

consent of the publisher. Publisher does not purport to authenticate and is not responsible for claims made by advertisers found within this publication.

Lynchburg Business Magazine is a bimonthly publication devoted to highlighting Lynchburg-based businesses and those in the surrounding areas of Amherst, Appomattox, Bedford and Campbell Counties, as well as the Town of Altavista. Every other month, 10,000 copies of Lynchburg Business Magazine are distributed by mail to local businesses, executives and individual business decision-makers. The goal of Lynchburg Business is for readers to look to the magazine as a resource worth keeping in their businesses and homes; one that appeals strongly to professionals in our area.

Proud Members of:

Long hours. Little pay. Micromanagers who have been promoted beyond their ability. And that one coworker who just won’t… quit… talking.

Bad jobs: We have all had them. Perhaps the only positive news about poor work

environments is that they often make you appreciate good ones. I’ve been fortunate in my career to have had far more good jobs than unpleasant ones, but one of my all-time favorites was my 7-year run as editor of this magazine, as well as Lynchburg Living and other area publications. So when Jennifer Redmond, the current editor, asked me to fill in for her while she took a much-deserved maternity leave, I readily said “yes.” Jumping back in for this issue has been a pleasure, and I hope you enjoy reading this issue as much as I enjoyed working on it.

In the spirit of celebrating great work environments in Central Virginia, we present our inaugural “Best Places to Work” issue. Featured are 20 employee-nominated companies that offer engaging environments. From employee appreciation to work perks and flexibility, you will find that many themes run throughout the awarded companies. Among them, nearly every single nomination said something to the effect of, “We are treated like family.” It appears that each of these businesses has learned that a satisfying, productive team begins with a sense of care and belonging. Flip to page 28 to read more about our Top 20 winners.

Great places to work also begin with leadership from the top down. Shauna Parsons is an example of a woman who knows how to steer the ship with care, influence, and just the right amount of reign. As the President of Evergreen Basement Systems and 2015 Athena Award winner, Parsons has learned a lot over the years from running her business, and that same theme of treating employees like family came up while answering questions for this issue’s Leading Lady profile.

“I love watching employees do something … that they didn’t know how to do before and now they excel at it. I watch with a little ‘Mom-Pride,’” Parsons explained. Read more about Parsons’ work and why she says she struck out on her own years ago on page 18.

Leadership in a new role can be tough enough under normal circumstances. When your new gig is one that brings the two-fold pressure of the (often critical) public eye and the resurrection after the near-collapse of the very institution you are charged with leading, the stakes are considerably higher. But Phillip C. Stone isn’t the type to rattle easily. Learn about his goals as the new president of Sweet Briar College in his must-read Leader Profile beginning on page 14.

Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act but a habit.” I hope this “Best Places” inspires you to strive for greater excellence in whatever field you are in now, knowing that many companies in our area have also made it a habit.

Best,

Johanna Calfee, Guest Editor

P.S.-Please drop Jennifer a note of congratulations and encouragement as she embarks on life as a working mom of two little girls at Jennifer@lynchburgmag.com.

LynchburgBusinessMag.com FEBRUARY/MARCH 20166 LynchburgBusinessMag.com6

INSIDE LB

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FEEDBACKOur December/January issue featured Geoffrey Kershner, Executive Director

of the recently rebranded Academy Center of the Arts. With dozens of comments and shares, it was one of our more popular features. Kershner is one of many

young professionals promoting revitalization efforts across our region.

“What a great interview!” posted Meridith De Avila Khan on Facebook.

“Fantastic! Great to have Geoff Kershner at the helm!” posted Sheila Schweers Wallis on Facebook.

“Making a difference, as always! He’s a rock star!” posted Mary New Dalton on Facebook.

Serving the greater Lynchburg regiOn

DeceMber/January 2015-2016

LEADER PROFILE

LynchburgBusinessMag.com DECEMBER/JANUARY 2015-2016

3030 LynchburgBusinessMag.com

BY THE NUMBERS

LEADER PROFILEGeoffrey Kershner

occupation: Executive Director of the Academy Center of the Arts

hometown: Amherst, Va.

What does your current job entail?

I lead the organization’s programming, strategic planning and operations.

Our organization includes a flexible black box theatre, two art galleries, a pottery

studio and an arts education facility. We are also in the middle of a facility

expansion with the addition of a 750-seat historic theatre.

how do you explain the intersection of the arts and

community development?

On a basic level, the arts build a healthy community. They gather people together

to have a shared experience. When this happens, people intersect, exchange ideas,

and community is formed. Arts activity also increases foot traffic, which leads to an

increase in public safety and provides a large lift to local commerce.

What’s coming up for the Academy in 2016?

We are hosting the work of local artists and local arts organizations in multiple

artistic genres, and we are offering a wide range of youth and educational

programming. We are also bringing in professional artists like the American

Shakespeare Center, Chicago’s Second City and the Aeolus Quartet.

When you were younger, did you know what you wanted to do?

how did you arrive where you are today?

As a high school student, I wanted to be an actor. While training to be an actor, I

realized that what I truly wanted was to shape the overall theatrical experience for

people, so I moved to directing. To facilitate my directing work I formed a theatre

company. From there, I realized I loved using my company’s work to engage

my community directly. Making this jump to the Academy is continuing my

exploration of community service.

What were the early days of running endstation Theatre like?

Exciting and challenging. Endstation was formed by a great group of artists that

I met in graduate school. We were a family, and we cared deeply for each other, the

work and this community. The possibilities and future seemed limitless.

What did you learn? I learned to listen. I learned to pay attention to what my community

needed and/or wanted. I had to care deeply about the work we produced,

but it was important that my production choices started with listening and

observing my community. Is there anything you would change in retrospect?

I wish I had lived in Virginia full time sooner. For three years I taught at a

college in Daytona Beach, Fla. I would travel back to Virginia in the summer

to run Endstation. It was really difficult to grow the company from offsite,

particularly when we were so community focused.

What excites you the most about the work that you are doing now?

I think a great city has a great arts center. I think we have an incredible

opportunity to make a meaningful impact on Lynchburg and the surrounding

area. I live downtown, and I can feel a growing excitement about the revitalization

happening around us. We are bringing something back to life. A healthy Academy

means incredible things for this revitalization effort. New restaurants, shops and

destinations will continue to materialize with our help.

What are some challenges you’ve faced over the years?

I have fallen on my face many times. Producing artistic work or organizing

events is difficult to practice. You just have to do it. This means your failure is

public. I have produced shows no one attended, and I have created work that was

lousy. I learned more from those failures than I have from successes though.

What are some ideals or strategies that you practice for

general productivity? I go to the gym every morning. I had a college professor who told me that if I

found one thing that I am consistent in doing, that that dedication will transfer

over into the rest of my life. What are some unique challenges facing a nonprofit,

specifically one related to the arts?

Our staffing and operational costs are as valuable as the work we do or the

buildings we renovate. This isn’t always understood. If we don’t have a strong

operational budget, we can’t provide our city effective impact. For example,

if we can’t spend money to properly market our work, no one will attend,

and it will have no value. Support for our annual fund is vital. Workforce Development

Career & Technical Education Programs

www.lcsedu.net

State LicensureIndustry CertificationNational Competency Certification

Career Electives

Workforce Development

Career & Technical Education Programs

www.lcsedu.net

State LicensureIndustry CertificationNational Competency Certification

Career Electives

LynchburgBusinessMag.com

DECEMBER/JANUARY 2015-2016

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LynchburgBusinessMag.com31

LEADER PROFILE

2.5 1 12

Number employees at Piedmont Floors; more on page 46.

20

Best Places to Work, as voted by employees; more on page 28.

2,826

residential properties sold

in 2015; more on page 24.

Million Pounds

recycled in Lynchburg and surrounding areas by Waste Solutions in

2015; more on page 26.

SOLD

Approximate number of acres to accommodate a fast food restaurant; more on page 48.

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 7LynchburgBusinessMag.com 7

BY THE NUMBERS

IN THE NEWSCO M P I L E D A N D W R I T T E N B Y A S H L E Y B U N N E R

LOCAL MERGERLYNCHBURG REGIONAL CHAMBER AND REGION 2000 BUSINESS AND ECONOMIC ALLIANCE MERGE

Lynchburg Regional Chamber and Region 2000 Business and Economic Alliance recently merged to become the Lynchburg Regional Business Alliance: A Regional Chamber & Economic Development. The Merger,

led by President and CEO Megan Lucas, became effective January 1. The Chamber’s President, Christine Kennedy, will assume the role of COO and Executive Vice President.

In the coming months, members and investors of both organizations are encouraged to provide feedback on vision and programming as the

organizations “look toward the future,” Chairman of the Chamber Jim Richards said. The organizations’ unified mission, according to Chairman of the Alliance and board member of the Chamber Larry Jackson, is “economic development through generating jobs and investment, promoting our brand and image globally, cultivating talent, and enhancing business climate.”

PUBLIC SAFETY13TH ANNUAL LYNCHBURG CITIZENS ACADEMY ACCEPTING APPLICATIONS

Applications for the 13th Annual Lynchburg Citizens Academy are now being accepted through February 19. The Citizens Academy

begins on March 3 and sessions will be held on consecutive Thursdays at 6:30 p.m.

The Citizens Academy provides residents the opportunity to learn about City government through their free 12 session program. Register online or download the application at www.lynchburgva.gov/citizensacademy.

ECONOMIC DEVELOPMENTGRANT AWARDED TO LOCAL ECONOMIC DEVELOPMENT ENTITIES

A grant of $60,000 was recently awarded to the Lynchburg Office of Economic Development (LOED) and the Lynchburg Economic Development Authority (LEDA) through Governor Terry McAuliffe’s

Virginia Community Business Launch Grant Program. Seven localities, including Lynchburg, received a $60,000 grant, totaling $420,000 statewide.

According to Director of Economic Development Marjette Upshur, entrepreneurship and community-based businesses are crucial to the wellness of a city.

“This grant will support our efforts to connect small businesses and startups to service providers, seasoned entrepreneurs and investors, building a stronger entrepreneurial ecosystem in the City of Lynchburg,” Upshur said.

The LEDA grant request includes four strategic components. One component is a web portal designed for local businesses and LEDA stakeholders. The portal, which will launch mid-2016, will be centered on interactive learning and building connections. It will also be able to connect users with potential customers, suppliers, investors, employees, and partners.

The second component is Co.Starters, a nine-week program that helps aspiring entrepreneurs turn their business ideas into action. The first Co.Starters cohort in Lynchburg will begin March 8.

Businesses that have completed the Co.Starters program and contribute their services to LEDA will be provided a 100 percent match for their donated service hours. LEDA is specifically seeking the donated services of a law firm, a marketing agency, an accounting firm, and a web developer.

The fourth component is the Launched in Lynchburg Business Competition, during which $40,000 grants will be available to winners. The eligibility requirements include completing the Co.Starters program and opening or expanding a storefront in Lynchburg’s Enterprise Zone 2, which includes much of downtown.

For more information about Co.Starters, visit www.opportunitylynchburg.com.

LynchburgBusinessMag.com FEBRUARY/MARCH 20168 LynchburgBusinessMag.com8

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CITY LEADERSHIPLYNCHBURG CITY MANAGER ANNOUNCES RETIREMENT

Lynchburg City Manager Kimball Payne recently announced that he will be retiring after 15 years of service in his

position. Previously, Payne worked as the County Administrator for Spotsylvania County and is a retired Naval Reserve Officer. His retirement date is set for June 30.

In a letter to City Council announcing his retirement, Payne stated that his experience as City Manager helped him grow both personally and professionally.

“I have had the opportunity to work for elected officials who have shared a strong commitment to making the City a better place to live for all of its residents,” Payne said.

During his time as City Manager, Payne has been passionate about downtown restoration and has been responsible for multiple community building initiatives.

“I’ve enjoyed serving this community,” Payne said. “My proudest accomplishment is providing the support and environment for an incredibly dedicated group of City employees who are committed to our mission of efficient, effective and equitable service delivery, and community building. … I love this city, and it truly is a great place to live, work, play, and retire!”

BUY LOCALKROGER EXPANDS INVENTORY OF LOCAL PRODUCTS

Kroger’s Mid-Atlantic is increasing the amount of locally-produced products that they carry due to

the rise in customer demand. According to Natural Foods Sales Manager Susan Terry, carrying local products is a “win-win situation” because it is good for local farmers, producers, the community, and Kroger stores.

“The buy local movement has grown drastically in Virginia,” Elaine Lidholm, spokesperson for the department, said. “Consumers are concerned with the freshness, safety, the environment, and the economic factor. They like knowing that the money they spend on these items stays at home when they buy local.”

Produce Specialist Duane Meyers, who was recently hired by Kroger, works with farmers and producers in the Southeast to help prepare their products for Kroger and make sure the needs of the stores are met. Once the products are ready to be sold in Kroger stores, they are monitored to determine if there is a demand for the local items. If demand is apparent, then the products will be added to additional stores based on available shelf space, Terry said.

“We are tagging local items in our stores and will be introducing new signage in stores to make it easier for our customers to identify locally made items,” Terry said.

For more information about Kroger’s local selection, visit www.kroger.com/discoverfresh.

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 9LynchburgBusinessMag.com 9

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BUSINESS EXPANSIONLOCAL LAW FIRM OPENS NEW BRANCH

Overbey, Hawkins & Wright is expanding its law firm with a new branch at 2225 Langhorne Road in Lynchburg

and by adding Michael P. Lovell, Esq. and Robert B. Vogel, M.D., Esq. as counsel attorneys with the firm. Overbey, Hawkins & Wright’s mission in Central Virginia is to promote its clients’ emotional, physical, and financial so that they can resume living a healthy and fulfilling lifestyle. For more information, visit www.OverbeyLaw.com.

NONPROFITLCA FUNDS A YEAR OF FREEDOM FOR SURVIVORS OF EXPLOITATION AND TRAFFICKING

More than 60 girls who are survivors of sexual exploitation and human trafficking now have the opportunity to experience restoration and freedom thanks to the fundraising efforts of Liberty Christian

Academy (LCA). For the fall semester, LCA partnered with Freedom 4/24, a local nonprofit committed to raising awareness of the sexual exploitation and human trafficking of women and children around the world. The organization also provides financial support to partner organizations dedicated to bringing freedom and doing justice. One of these organizations is Christine’s House, a safe house built and funded by Freedom 4/24 that provides housing, healthcare, counseling, and vocational training for victims of exploitation and trafficking in Uganda.

LCA made a goal to raise $45,000 in the fall semester to cover a year’s worth of expenses for the residents and operations of Christine’s House. To accomplish this, athletic teams and extracurricular groups challenged each other on social media and students gave up Christmas gifts in exchange for donations, among other creative ideas and sacrifices, to reach $45,000.

In January, 30 new girls were rescued and given shelter at Christine’s House, where they are now receiving treatment and training paid for by LCA in order to eventually be reintegrated successfully back into their communities. For more information on Freedom 4/24 and LCA, visit Freedom424.org and LCAbulldogs.com.

EDUCATIONLCS PARTNERS WITH WOODMENLIFE VIRGINIA

Lynchburg City Schools (LCS) recently welcomed WoodmenLife Virginia-Lynchburg Chapter 7 to the school divisions list of Partners in Education. A ribbon-cutting ceremony was held to welcome the

partnership on January 6 at T.C. Miller Elementary School for Innovation. This partnership will help provide support to LCS through free opportunities and programs that are offered through WoodmenLife, including the promotion of patriotism through the donations of flags and presentations and opportunities for students to increase learning experience in science through programs using a portable Star Lab, which is an inflatable Planetarium.

REBECCA STURM-CLAUSER— New Director of Mar-keting & Membership at Retail Merchants As-sociation of Lynchburg.

Sturm-Clauser brings eight years of ex-perience in business coaching to her new position. Looking ahead, she hopes to add more educational classes and open networking in addition to the organiza-tion’s traditional events.

MIKE COOK—Co-Found-er and Chief Executive Officer of Strategic Re-ferral Team. Cook is a Business Coach and Mo-

tivational Teacher who brings more than 20 years of experience in operating busi-nesses to the organization.

TOMMY DOUKAS—Finan-cial Advisor at MassMutual. He has partnered with Fi-nancial Designs in Forest, VA. With 20 years of finan-

cial services experience, Doukas plans to focus on expanding the Business Continuity and Success Planning division of the firm.

GRAHAM P. EVANS—Re-cently named Assistant Vice President and Port-folio Manager I at Bank of the James. Evans joined

Bank of the James as a teller in 2012. He holds a BS in Business from Radford Uni-versity where he majored in Finance and minored in Economics. He is a member of Young Professionals of Central Vir-ginia and serves as a member of the Vol-unteer Committee.

MIKE GARRISON—Co-Founder and Chief Brand-ing Officer of Strategic Referral Team. Garrison is a sales consultant, trainer,

coach, author, and serial entrepreneur who brings more than 17 years of experi-ence in running referral organizations to Strategic Referral Team.

JONATHAN C. MANSON— Promoted to Vice Presi-dent and Internal Audit Manager at Bank of the James. Manson joined

Bank of the James in 2015 as Audit Man-ager. He holds an MBA and BS in Busi-ness Finance from Liberty University.

J. R. RODES III—Recently named Senior Vice Presi-dent and Portfolio Manag-er II at Bank of the James. Rodes joined Bank of the

James in 2005 as a Credit Analyst I and was promoted to Assistant Vice President in 2008 and Vice President in 2012. He graduated from the American Bankers Association Stonier Graduate School of Banking of Pennsylvania in Philadelphia in 2015. He holds a BS in Finance from Wake Forest University.

JEREMY WAGNER—Sales Manager and Senior So-lutionist at The Broth-ers That Just Do Gutters. Wagner graduated from

Liberty University in 2004 with both an undergraduate and graduate degree. He has served as the Program Director of the Christian Retreat Center in East Water-ford, PA since 2004.

MOVERS & SHAKERS

LynchburgBusinessMag.com FEBRUARY/MARCH 201610 LynchburgBusinessMag.com10

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PLUGGED INFEBRUARY 10THE AFFORDABLE CARE ACT AND YOUR BUSINESS PRESENTED BY VIRGINIA SMALL BUSINESS DEVELOPMENT CENTERCVCC Merritt Hall, 3506 Wards Road, LynchburgNoonLearn how the implementation and changes of the ACA affect your business, your employees, and your bottom line. Free, registration required. For more information, email keeners@cvcc.vccs.edu or call (434) 832-7295.

BUSINESS AT BREAKFAST PRESENTED BY THE SUMMITThe Summit, 1400 Enterprise Drive, Lynchburg7:30 to 9 a.m.More information, call (434) 845-5966 or email info@lynchburgregion.org.

FEBRUARY 24EMAIL MARKETING FOR SMALL BUSINESS PRESENTED BY VIRGINIA SMALL BUSINESS DEVELOPMENT CENTERCVCC Merritt Hall, 3506 Wards Road, LynchburgNoonLearn how to use email to keep clients informed and increase sales with this effective tool. Free but registration required. For more information, email keeners@cvcc.vccs.edu or call (434) 832-7295.

EMBRACE HOME LOANS, INC. RIBBON CUTTINGEmbrace Home Loans, Inc., 103A Paulette Circle, Lynchburg11 a.m. to NoonFor more information, call (434) 845-5966.

FEBRUARY 25MONEY SAVVY WOMEN SERIES PRESENTED BY ACCESS ADVISORS: WHEN & HOW TO START INVESTING For more information on time and location, visit www.accessadvice.net.

WOMEN’S LUNCHEON SERIES Oakwood Country Club, 3409 Rivermont Avenue, Lynchburg11:30 a.m. to 1 p.m.Cost is $22 for Alliance members and $32 general admission. Reservations are required by February 19. RSVP at (434) 845-5966, info@lynchburgregion.org.

CHAMBER 101–BENEFIT REVIEW Wooldridge Heating Air & Electrical, 14179 Wards Road, Lynchburg4 to 5 p.m.Free. Reserve your spot by calling (540) 586-9401 ext. 102 or at www.bedfordareachamber.com.

BUSINESS AFTER HOURS Wooldridge Heating, Air, & Electrical, 14179 Wards Rd., Lynchburg5:30 to 7 p.m.

MARCH 8NETWORKING BEFORE NINE HOSTED BY LUTHERAN FAMILY SERVICESLutheran Family Services, 3601 Old Forest Rd., Lynchburg8 to 9 a.m.

MARCH 9PLANNING FOR THE FUTURE OF YOUR BUSINESS PRESENTED BY VIRGINIA SMALL BUSINESS DEVELOPMENT CENTERCVCC Merritt Hall, 3506 Wards Road, LynchburgNoonLearn how to prepare for future events freeing you to focus on your present growth and success. Free but registration required. For more information, email keeners@cvcc.vccs.edu or call (434) 832-7295.

MARCH 10BREAKFAST WITH THE SUPERINTENDENT THE NEW HERITAGE HIGH SCHOOL: PIONEERS IN THE FUTURE OF EDUCATION Drysdale Student Center, Lynchburg College, 1501 Lakeside Drive, Lynchburg7:30 to 9 a.m.Registration required. For more information, visit www.lcsedu.net/community/education-foundation/education-foundation-programs/ breakfast-superintendent.

MARCH 23LOCAL FOOD RESOURCES FOR YOUR BUSINESS PRESENTED BY VIRGINIA SMALL BUSINESS DEVELOPMENT CENTERCVCC Merritt Hall, 3506 Wards Road, Lynchburg11 a.m. to 2 p.m.Learn what a local food economy is and how to make connections within it. Opportunity to meet with resource providers, including Virginia Tech’s Market Maker.Free. Registration required: keeners@cvcc.vccs.edu or (434) 832-7295.

MARCH 31 MONEY SAVVY WOMEN SERIES PRESENTED BY ACCESS ADVISORS: LIFE STAGE PLANNING AND INVESTINGFor more information on time and location, visit www.accessadvice.net.

QUOTABLES“I believe smart, honest, and non-biased

financial advice can make a difference in anyone’s life, regardless of their income or net worth. Financial wellness programs allow businesses the ability to make that difference in their employees’ lives.”

—John Hall; read more in his financial column on page 21.

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LynchburgBusinessMag.comFEBRUARY/MARCH 2016 11LynchburgBusinessMag.com 11

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people, which make up the majority of the daytime crowd.

“I felt this place was something we needed in our downtown,” Taylor says. “It filled a niche.”

As business has grown since its opening in 2009, Taylor started offering dinner on a regular basis and expanding operating hours. Dinner entrees can be followed by a slice of house made cheese or carrot

cake among other baked goods. For larger parties, such as rehearsal dinners or company parties, private reservations are available.

The Experience: When you first enter Market at Main, you’ll be struck by the expansive ceilings

and their massive double-ended fans, which are modeled after authentic 1920’s fixtures. In efforts to preserve the vintage details of the building, Taylor spent hours researching the history of the building, which dates back to the 1880s and has served many purposes over the decades. Whether you sidle up to the long bar or settle into a cozy corner booth with friends, the atmosphere in this locally-owned, family-operated is one to experience.

Visit them online at www.marketatmain.com.

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What to Expect: Classic comfort food with Southern inspiration

What to Try: Take a step back in time and a step up in flavor by

treating yourself and a colleague to lunch in the heart of Downtown Lynchburg. On the afternoon we stopped in, owner Rodney Taylor served up a Natural Bridge Zoo sandwich—so named for its incorporation of four meats and three cheeses. Finishing off this impressive sandwich was fresh red onion and a tangy herb mayo. We also tried The Cavalier, an eight-ounce Angus burger topped with cheddar, bacon, sautéed onions and BBQ sauce. Like the rest of the menu items, these sandwiches are named for Hill City icons and local haunts, and paired with house-made chips and sweet potato fries respectively, lunch did not disappoint.

The only drawback to Market at Main’s menu is having too many good options, so we recommend making this a regular stop on your lunch rotation. From large and filling salads to sandwiches, burgers and paninis, options abound. And, did we mention, breakfast is served all day? For that, we recommend the Eggs Rebecca (a reinvented eggs benedict served over fried green tomatoes) or crowd favorite Sweet Potato Pancakes.

The Extras: You can have your choice of a secluded table or find space to accommodate

up to 15 guests, so flexibility and proximity are definite advantages for business

AT A GLANCELocation: 904 Main Street, Lynchburg

RSVP: (434) 847-9040

Open Mondays through Saturdays, 7 a.m. to 9 p.m.; Sundays from 8 a.m. to 9 p.m.

LET’S DO LUNCH! Market at Main

B Y J E N N I F E R R E D M O N D

LynchburgBusinessMag.com FEBRUARY/MARCH 201612 LynchburgBusinessMag.com12

UPFRONT

Colleen is an HR professional with 15 years of experience; she

currently serves as a professor of business and as an HR consultant.

As business leaders, we are often told we should be primarily focused on the bottom line. Undoubtedly, the financial well-being of an organization is paramount to its

competitive advantage and sustainability. However, many well-intentioned, successful business men and women are apt to wait until there is a negative impact to the financial documents or a noticeable issue with performance and productivity before identifying and implementing ways to improve its employees’ job satisfaction and joy.

Therefore, it is often in an organization’s best interest to proactively address this issue. Research indicates that employees who are satisfied with their jobs are more likely to remain committed to their organization. Further, those satisfied employees typically will also perform more effectively and efficiently. Certainly employees must earn enough income to meet their needs and work in a safe environment, research also demonstrates that earning a living wage is not enough of a motivational factor to impact an employee’s job satisfaction long-term. In other words, money is not the answer. Being happy, excited, or joyful about the contribution we make at work, however, may make a significant difference in not only productivity but ultimately the bottom line.

How can employers positively impact ‘workplace joy’ experience by their employees?

First, conduct a job satisfaction audit. Remove any identified barriers or factors that contribute to negative stress in the workplace. After ensuring employees feel equipped for their jobs, have adequate resources and opportunities for growth, ask the following questions:

• What are the policies and procedures that are negatively and unnecessarily impacting your organization and causing frustration or stress among your employees?

• Are there expectations, communication methods, or organizational structures that are outdated?

• Are there meetings scheduled that are wasting time of the employees, causing frustration and delays in productivity?

• Are employees feeling overworked and underappreciated? • Are employees working in isolation or without autonomy?

Several improvements can be then made by:

1. Only hold meetings when critical, keeping the meetings brief, and sticking to a specific, previously communicated agenda to demonstrate respect to employees.

2. Face-time with employees is also important. It is vital to encourage socialization in the organization. Be creative. Companies that fail to promote socialization find the culture becomes distrustful and promotes negative employee behavior.

3. When appropriate, accommodate telecommuting, flexible work schedules, and job-sharing. Employees today are attempting to manage complex lives and work-life balance is a top priority. Providing opportunities to have flexibility in both scheduling and location of where the work is accomplished may be a key to increasing the joy experienced by employees.

4. Encouraging health and wellness has also been found to be an important component of positive job satisfaction and joy. When employees believe their employer cares about them and accommodates and/or implements wellness initiatives, they generally experience increased health. Healthier employees are happier, more productive, and tend to remain in the organization longer.

5. Implement practices that shift the culture of the company. Increasing communication is a critical component to improving employee job satisfaction and joy. When employees feel like they matter, are being heard, and the leadership reflects this in their behavior, there is a positive impact on productivity.

6. Provide opportunities for employees to work with a reasonable level of autonomy. Demonstrating trust also reveals to employees that the organization believes in them. When an employee experiences this phenomenon, they are more likely to work hard, stay motivated and experience joy.

7. Respond to employees’ attempts at individual and organizational improvements. Disregarding an individual’s passion and interest to improve either his or her specific work role or a system in place communicates (whether intentional or not) a lack of care and concern for the employee. Instead, have procedures and practices in place to reward ideas and any contributions individual or team makes to improve the organizational performance and culture.

Ultimately, leadership must be focused on the job satisfaction and joy of their employees. When recruiting, select and train key leaders with the ability and desire to focus on employees. If the company is focused on employee engagement and satisfaction, it is more likely to experience a positive impact on productivity. Great business leaders know that when the focus is on the well-being of its employees, the result is improved performance both individually and organizationally. And that’s something that brings joy to everyone involved.

SATISFACTION & JOY Two Critical Components to Improving Job Performance

B Y CO L L E E N M C L A U G H L I N

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 13LynchburgBusinessMag.com 13

HUMAN RESOURCES

LEADER PROFILEPHILLIP C. STONE

Occupation: President, Sweet Briar CollegeHometown: Bassett, Va.

What is the current atmosphere on campus? The mood of the campus is very positive. At the Opening Convocation in August,

the faculty, staff, and students all gathered for the first time after the change in governance. The atmosphere at the assembly was electric. Everyone was excited not only because the school was open but because we knew we would all be making history.

What is the state of the school today? The state of the College is good. Sweet Briar alumnae, through Saving Sweet

Briar, delivered more than $12 million to the College before mid-September. Thanks to them, the hard work of faculty and staff, the commitment of students who enrolled on such short notice, and a very hard-working board, we are now poised for another 114 years of operations.

What are your top priorities in leading SBC? There are two basic immediate goals: recruit more students and raise money.

Because of the closing effort, we lost all our students and had to recruit a student body just six weeks before school started. That means that our student body of almost 240 is too small to be viable indefinitely. We must get to an enrollment of about 800 within the next four to five years. While the enrollment is growing, we will be especially dependent on funds provided by alumnae and friends. Raising resources will be the other top priority.

How would you explain your commitment to SBC?The board and I wanted to be clear from the outset that we were not simply

trying to keep the College open one more year to see if good things might happen to improve the situation. We were committed to keeping Sweet Briar operating on a permanent basis. Any reference to “interim” as far as our intentions was inconsistent with that commitment.

As you can imagine, I am often away from campus raising funds or otherwise representing the College, but when I am on campus, I intend to maintain an open-door policy, being accessible to students, faculty, staff, and friends. I have moved my office from a more remote location to make sure my office is easy to find. I hope this signals my intention to be fully engaged in the campus community.

What compelled you to take this position? Since retiring from another college presidency in 2010, I had neither sought

nor accepted another college position. Although I loved my experience as a college president, I had no intention of going back into higher education. The attorneys representing Saving Sweet Briar, knowing of my careers both in law and higher education, apparently thought the combination of experiences might make me an appropriate candidate to recommend to the court as a new president. When I was called, I agreed that while I did not wish to be part of the litigation or even the strategy for the litigation, if asked by the court or a governing board to serve, I would be willing to be president. When litigation ended in settlement, I fulfilled that commitment.

From your viewpoint, how would you summarize the story of the past year? If a decision is made to close a college, it is hard to imagine how it can be done

in a good way. There is no perfect timing; the damage to staff, students, alumnae, faculty, and the community will be severe under any circumstances.

It seems to me that the college assets were still sufficient to permit the school to disclose its financial and enrollment problems and turn to the alumnae and the broader community for assistance. As demonstrated by the alumnae after the closing announcement, there was a great reservoir of love, support, and commitment for Sweet Briar College. Openness with the constituency, seeking support and counsel when dire circumstances present themselves, and trusting the constituents to cope with the information will lead to better decisions.

Since the leadership change on July 2, we have learned that passion and commitment for the school on the part of all constituents, the willingness of all to work as one community, and simply trusting constituents with information and responsibility will lead to good results.

What are the unique challenges facing all liberal arts colleges today, and what needs to be done to address them?

Public universities continue to expand their market share of students. Enrolling enough students continues to be a challenge. Of course, fundraising will always be an important activity. We also face the reality that fewer people in the community understand what the term “liberal arts” means and many people are so oriented towards career development and first jobs that they are not easily convinced that a liberal arts education continues to be important. Obviously, the cost of education is a challenge.

We need to make the case better for liberal arts education. We also need to raise enough resources to be able to assist families with the cost of a college education.

How can the community support liberal arts education? And why is such support necessary?

Many in the community benefited from a liberal arts education. We hope they will speak up whenever possible in support of the liberal arts. Their influence is considerable. We continue to get testimonials from corporate executives and other employers about the value of a liberal arts education, especially for its influence on critical thinking, learning to speak and write well, being adaptable to multiple career changes, and understanding culture, social relationships and our political system.

LynchburgBusinessMag.com FEBRUARY/MARCH 201614 LynchburgBusinessMag.com14

LEADER PROFILE

Workforce DevelopmentCareer & Technical Education Programs

www.lcsedu.net

State Licensure

Industry Certification

National Competency CertificationCareer Electives

Workforce DevelopmentCareer & Technical Education Programs

www.lcsedu.net

State Licensure

Industry Certification

National Competency CertificationCareer Electives

What role can the Sweet Briar story play on the national stage? Certainly the attempt to close the College provides a wake-up call to all small

liberal arts colleges in terms of the challenges of adequate enrollment and sufficient funds. The rescue of the College invites attention to the role alumnae can play in supporting and maintaining their college. In our case, it has also caused us to articulate in better ways what we love about Sweet Briar College and why we are so committed to women’s education.

What type of leader are you? That is probably best described by others. I intend to be a collegial and engaged

president, seeking to inspire the best efforts of all of the community, taking responsibility for decisions that need to be made, and acknowledging and respecting each person in our community.

When you were younger, did you know what you wanted to do?

In college, I anticipated becoming a college professor. During graduate school, I switched to law. My brother, already a lawyer in Virginia at the time, had a major influence on my decision. When I became a college president, just as in the Sweet Briar situation, I did not apply for the position but agreed to serve after being asked to do so.

You enjoyed an accomplished legal career before moving to higher education and the nonprofit sector. What similarities exist among them all?

Whatever the field of endeavor, certain personal characteristics need to be developed and nurtured, such as honesty, analytical ability, willingness to make decisions, initiative, creativity, etc. If these are developed well, one can probably move successfully from one arena to another. I think it is important either to have or quickly develop a passion for the new sphere. I think it is critical to success that the president really commits to the academic and intellectual mission of a college campus. It is not enough to have executive skills.

What excites you the most about the work that you are doing now? Working with students and faculty is always the source of my joy and passion.

It is inspirational to watch the development of young people and to feel that we are having a good effect on their lives. The faculty are my colleagues and we share this mission of transforming the lives of our students. I am also thoroughly enjoying working with our staff and getting to know our alumnae, community friends, and others.

Do you have any strategies for productivity? I work hard, putting in long hours. I try to be efficient and not delay anything

that can be handled quickly. I delegate well and trust my colleagues to do their jobs without micromanagement. I try to acknowledge and support colleagues and work hard at maintaining good morale.

How have you and your family transitioned with this move? What do you enjoy about this region?

The circumstances under which I came to campus made it difficult to have a smooth transition. For the first month, I did not have access to the president’s residence because the former president was in the act of moving. That required me

to commute on weekends. I did not have a senior management staff, so I had little time to attend to the personal aspects of transition.

Cherrill and I first lived in the inn on campus, then in a guest cottage, and finally we moved into Sweet Briar House. It is an extraordinary and historic house. We love the friendliness of this community and the warm welcome we have received from all. I certainly feel the support and good wishes of this entire region.

What’s life like outside of work?I like to hike, I study and speak on Abraham Lincoln, I love to read, I enjoy my

four grandchildren. We have a vacation home in Germany, where I was a student many years ago. We enjoy our time there. For the past six months, there has not been a lot of life outside work.

What’s the best piece of advice you’ve ever received? Try to surround yourself with good people and trust them to do their jobs.

What one piece of advice would you share with others?Do not take health, family, freedom, community, and beloved institutions for

granted. Pay attention, nurture them, and make sure they are protected from harm.

Any final words? I am deeply grateful for the interest in Sweet Briar College and for the generous

welcome extended to Cherrill and me to join this wonderful community.

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 15LynchburgBusinessMag.com 15

LEADER PROFILE

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If you own or manage a business, odds are that at some point a sheriff or process server will walk through your door and hand you a garnishment summons. A garnishment is the legal action which your employee’s creditor may use to claim funds that you, the employer,

owe to the employee (salary or hourly wages, for example). The summons is a warning not to transfer those funds to the employee. Here are five steps aimed at giving employers in the greater Lynchburg area a general understanding of how to field a garnishment action against an employee.

1. Call your lawyer. Timely legal advice can save your business valuable time, money, and headaches

which tend to result from improper handling of legal issues. Garnishment actions are no exception. Lawyers tend to be less expensive on the front end of a legal issue because preventing a mess typically requires less time and resources than mopping it up. The adage, “penny-wise but pound-foolish,” applies here. Counsel will likely advise that, if your business does not owe that employee, you must file a written answer or appear on the return date to explain to the court that your business does not owe that employee. If your business does owe the employee, counsel will likely advise you to deliver the appropriate amount to the court.

2. Don’t ignore it. Virginia legal precedent supports a particularly harsh remedy for an employer’s

inaction on a garnishment summons: A business may be held liable to an employee’s creditor for the entire amount of the employee’s debt to the creditor—not just the

amount the business owes to the employee. For example, let’s say your business pays Jim, an employee, $480 weekly in wages after taxes and other withholdings. Now, let’s say Jim’s landlord obtains a judgment for $5,000 in unpaid rent against Jim, files a garnishment action, and has a garnishment summons served on your business.

From the moment of service, your business owes $120 of Jim’s wages for that week to the landlord (calculation described in the following point). Unless you, your business’ representative, or an attorney file a timely written answer, appear on the return date, or pay into the court, the landlord may move the court to order you to appear and show cause as to why your business should not be held in contempt of court. If you, your business’ representative, or your attorney fail to appear a second time, the court may hold your business liable for the entire $5,000.

3. Beware The Disposable Earnings Rule. Typically, a creditor can only garnish the lesser of either 25 percent of an

employee’s disposable earnings for one week, or the amount by which his disposable earnings for one week exceed 40 times the federal minimum wage ($7.25 an hour at the time this article was written). Disposable earnings—money a business owes an employee after taxes and other withholdings are satisfied, including salary, hourly wages, commissions, bonuses, etc.—get special treatment under the law compared to other types of indebtedness.

4. Don’t fire Jim. Remember Jim? Although dealing with a garnishment action against your

employee takes your focus off of your business, Virginia law specifically prohibits you from firing an employee because of the garnishment. It does allow you some recourse, albeit small: You can collect a fee of up to $10 for processing the garnishment summons.

5. Some creditors may access more than just an employee’s disposable earnings.

If your business has an employee benefits plan, such as a 401(k), your plan administrator may have to decide whether to comply with a creditor’s attempt to garnish an employee’s retirement account. Typically, the Employee Retirement Income Security Act (ERISA) protects retirement accounts from garnishment. However, if a spouse, former spouse, child, or other person dependent on your employee seeks to garnish the funds to satisfy spousal or child support and meets certain ERISA provisions, you may need to comply. Your plan administrator should consult qualified legal counsel in this area.

Bottom line: A garnishment summons itself should not cause you to lose sleep. But, if improperly handled, you stand to lose more than just sleep.

5 Things Virginia Employers Should Know About

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LynchburgBusinessMag.comFEBRUARY/MARCH 2016 17LynchburgBusinessMag.com 17

LEGAL

What is your current job? I steer the ship. It’s my job to make sure that we know where we’re going and

that my team has everything they need to get us there. That means trucks, tools, personnel, training, and confidence. It’s my job to make sure my team gets what they need to excel.

Congratulations on winning the 2015 Athena award! What does this recognition mean to you?

It means a lot to me. My business has received several awards over the years and I am proud of each one of them, but this one was recognizing me as a leader. For me, it was recognition of what I have tried to do with my team, my friends, and other business people. I just try to help who I can by sharing what I have learned along the way.

What led you to where you are now?I always knew that I would work. I always knew that

whatever I did would get my all. I didn’t want to go to college. I got my first promotion into a leadership role on the day I graduated from high school. I just kept

working my way up the ladder and ended my career as a Plant Quality Manager in the automotive

industry at age 29. I was not one to sit around waiting for promotions; I made things happen.

What were the early days of business ownership like?

I could’ve kept going as an employee climbing the ladder but was more interested in making my own way. The corporate life bored me [because] I wanted to call the shots. My father was ready to retire, and I grew up working with him. No child of his

was going to grow up not knowing how to work. So, just like that, I was in the basement

construction industry, but I brought with me knowledge from the corporate world that I was

excited to use.I learned everything myself. I taught myself

QuickBooks, permitting, quoting, taxes, reconciling—everything! This was before Google

and in the early days of dial up. I learned it because it had to get done. I ran the footing crew, so days were

spent on the jobsite forming and pouring footings, and then evenings I did the bookwork, quotes, and

customer job updates.

What did you learn in that process? That I can do anything—I just have to do it.

Is there anything you would change in retrospect?

Never. I am a “look forward” kind of person.

What excites you the most about the work that you do?

Helping people. I love helping homeowners fix their homes, but I love it more when I see my employees—guys who have been with me for years—beam with pride when they help a homeowner fix their home. I love watching employees do something (like run the mini-exor design a way to fix a basement that is sinking) that they didn’t know how to do before and now they excel at it. I watch with a little “Mom-Pride.”

What are some challenges you’ve faced over the years? Whether or not something is a challenge is in the eye of the beholder. There

have been days when I sat with my head in my hands wondering how I was going to get through this and if those times had brought me down they would have been challenges but since I prevailed, they were learning opportunities.

What are some ideals or strategies that you prioritize in business? Teamwork, family, and integrity.

Are there any unique challenges that women in business face? Themselves mostly. They seem to think that “as a woman” there is some

superhuman set of expectations that society places on them. Not so. They place unrealistic expectations and imaginary barriers on themselves and they stew on the areas where they didn’t meet the made-up expectations.

What is your advice for facing those unique challenges? First, lighten up. Then, set priorities and go.

What’s life like outside of work?Fantastic. I garden, raise chickens, and spend quality time with family.

Evenings are our time. I have set my priorities for work and family time, so now I just spend my time accordingly and completely. I don’t text my kid from work and I don’t work on family trips.

What type of leader are you? I picture myself as a Yoda-style teacher, imparting my wisdom on others.

However a consensus of my employees included descriptions like “empowering,” “direct,” and “teamwork focused.” Their descriptions didn’t include a lightsaber, but they were pretty flattering.

I see my role as the leader to create other leaders. I do this by teaching my employees how. I rarely tell them exactly what to do; instead I teach them how to think about the problem to find a solution, or what the outcome should be, but I find that I would be denying them an opportunity to build their confidence and knowledge if I told them how to do everything.

What’s the best piece of advice you’ve ever received? “You can have everything in life you want, if you will just help enough other

people get what they want.”—Zig Ziglar

What one piece of advice would you share with others?Look outside of yourself. It’s not all about you. Don’t be so concerned about

what’s in it for you. It’s all much bigger and better than that.

SHAUNA PARSONSOccupation: President, Evergreen Basement Systems

Hometown: Appomattox, Va.

Parsons with her 2015 Athena Award, which honors female leaders.

LynchburgBusinessMag.com FEBRUARY/MARCH 201618 LynchburgBusinessMag.com18

LEADING LADIES

Are You a Business that Gives Back?

Visit lynchburgbusinessmag.com/community-impact-awards/

to share about your company’s local impact.

Online nominations accepted from

February 8 – March 25, 2016

Investing in the local community can look like a lot of different things from mentorships to product donations and from cash donations to in-kind gifts.

We’re gathering information from businesses all throughout Region 2000 to identify those that are going above

and beyond to invest in our community whether it’s through economic, educational or other means.

Presented by:

Community ImpactapprecIatIon

2016

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 19LynchburgBusinessMag.com 19

LEADING LADIES

With ample seating, the latest technological resources, tasteful ambiance, and

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HELPING TO MAKE YOUR MEETINGS A SUCCESS

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With ample seating, the latest technological resources, tasteful ambiance, and

competitive prices, the Liberty Mountain Conference Center provides everything

you need to ensure that your next corporate event is a success.

HELPING TO MAKE YOUR MEETINGS A SUCCESS

WWW.LIBERT YMOUNTAINCONFERENCECENTER .COM(434) 592-5600 | LMCC@liberty.edu | 3700 Candlers Mountain Road, Lynchburg, Va. 24502

When the phrase “employee benefits” is mentioned it’s often in reference to group health insurance, pensions or a 401(k) match. In recent years, employee health and wellness

programs have come into their own—mainly as a means to drive down healthcare and insurance costs. But there’s another type of wellness program sweeping the country, and it has nothing to do with counting calories or minutes on a treadmill. And no, it doesn’t come with a Fitbit.

FINANCIAL WELLNESS PROGRAMS: WHY THEY’RE NEEDED

Financial Wellness programs are a way for businesses of all sizes to allow their employees access to the same caliber of financial education and advice as their executives. The unspoken truth is that business owners and top management have access to a greater variety of high-quality financial advice because it’s more profitable for wealth management professionals to have larger (from a net-worth standpoint) clients than it is smaller ones. Entry and mid-level workers don’t seek out financial advice because they fear it’s cost prohibitive to do so. And the advice they do get often leaves something to be desired. Bridging this divide is what financial wellness programs are designed to do.

Give Your Employees the Ultimate Benefit:

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D E B T

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 21LynchburgBusinessMag.com 21

FINANCIAL

John Hall, CFP® is a fee-only financial advisor at MontVue Capital

Management in Lynchburg, Va. He provides investment management

and financial planning services to high-net-worth individuals.

Contact him at jhall@montvue.com.

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Planning

Consider these statistics:

• “70% of financially literate people save for old age, while only 47% of those with poor financial knowledge save for old age.”

—The MetLife Study of Financial Wellness Across the Globe • “92% of Americans are losing sleep over their finances.”

— Corporate Wellness Magazine 1-29-14• “More than half of workers admit that personal, financial challenges

have impacted their performance at work.” — Society for Human Resource Management 10-29-15

• “89% of employees make at least one improvement to their finances 30 days after participating in financial wellness programs.”

— FinancialFinesse.com

FINANCIAL WELLNESS PROGRAMS: WHAT THEY ARE

So, what is a financial wellness program? In essence, a financial wellness program is an employer-provided benefit that includes three main components:

1. Financial Education2. Financial Consultation and Planning3. Individualized and Actionable RecommendationsA financial wellness program done right is much more than a 30-minute

annual meeting with the retirement plan provider. It’s teaching employees about debt, saving, budgeting and investing. It’s putting them in front of a qualified professional who isn’t there to sell them products. It’s providing a true value-added employee benefit that shows the employer cares about the financial health and wellbeing of its employees. To me, this growing trend is exciting. In an age where an employee’s financial future is no longer tied to their employer’s pension and is instead in the employee’s own hands, it is refreshing to see employers finding a way to guide their employees in the right financial direction. I believe smart, honest and non-biased financial advice can make a difference in anyone’s life—regardless of their income or net-worth. Financial wellness programs allow businesses the ability to make that difference in their employees’ lives. That can be so much more valuable than many other popular employee perks.

FINANCIAL WELLNESS PROGRAMS: WHERE THEY’RE HEADED

While health-wellness programs have been around for some time, the financial wellness program industry is still very much in its infancy. Businesses have an expanding list of financial wellness providers to choose from: anything from national radio show host Dave Ramsey’s popular offerings to in-person programs offered by local, independent firms like mine. And the program choices just keep growing.

Business owners and human resource managers interested in learning more about the financial wellness program landscape should check out a recent whitepaper published by the Consumer Financial Protection Bureau entitled Financial Wellness at Work: A Review of Promising Practices and Policies available for download at:

http://files.consumerfinance.gov/f/201408_cfpb_report_financial- wellness-at-work.pdf

This resource is a first step. After learning what a successful financial wellness program can be, determine what kind of program, and what kind of provider, may be right for your employees.

Disclaimer: This column is for informational purposes and should not be considered personalized investment advice. Everyone’s circumstance is different, and individuals should seek investment advice based on their unique financial situation. All investments are subject to risk, including loss of principal.

LynchburgBusinessMag.com FEBRUARY/MARCH 201622 LynchburgBusinessMag.com22

FINANCIAL

A new year is an opportunity for a fresh start. As the calendar flips to 2016, we can examine our lifestyles and make a few simple commitments to better dieting,

exercise, and stress management.Fad diets come and go. This week’s bestseller is next week’s table prop.

Wellness and healthy living boil down to a few timeless truths—good nutrition, exercise and avoiding unhealthy habits. Here are five steps to a healthier you:

1. Eat the right things.Start by making sure half of your dinner plate is filled with fresh fruits and

vegetables. Fill one quarter with whole grains (try brown rice or corn). Leave the other quarter for a healthy protein like fish or chicken. Be sure to have a daily dairy serving (skim milk, almond milk, or yogurt). Drink five to eight glasses of water daily.

Make fruits and vegetables a mainstay of your diet. Eat one fruit or vegetable of each color of the rainbow. The old adage “an apple a day keeps the doctor away” is true. In addition to being a healthy food, the skin of a red apple contains 10,000 cancer-fighting phytochemicals. Berries help lower cholesterol and eating in-season fruit provides powerful antioxidants.

2. Avoid the junk food.Common food pitfalls are often avoided by preparing fresh foods at home and

not eating out so much. It takes a little time, but you will save money and improve

your health at the same time. Instead of a sugary snack, eat fresh fruit. Steer clear of trans fats, often found in bought baked goods. Processed foods designed for a long shelf life have unhealthy preservatives.

3. Exercise daily.Some statistics show 60 percent of the country lives a sedentary lifestyle,

meaning they take fewer than 4,000 steps a day. Walking 4,000 to 9,000 steps bumps you into the moderately active category, but ideally, we want to hit 10,000 steps a day. This will not happen by accident. Logging 10,000 steps is the equivalent of walking five miles a day. To reach this mark, you must devote one hour each day to planned exercise.

Maybe it’s the convenient technology, but our society has grown far too comfortable with the couch or desk chair. Some studies show a sedentary lifestyle can be just as dangerous for your heart as smoking. The weather is getting warmer and there’s never a better time to get into a daily habit of walking, jogging or swimming.

4. Kick harmful habits.It’s no secret that smoking is dangerous. Cigarette manufacturers have been

forced to print the health risks on packs for years. While smoking not only opens the door for cancer bouts, it causes unnecessary heart strain and greatly boosts the likelihood of heart disease. Consider taking a smoking cessation class. Kicking your tobacco habit will greatly enhance your health.

5. Manage your stress.Don’t skip this last one. Managing stress is pivotal for ideal health.

With technology at our fingertips, stress seems inescapable, but we have to find time to relax. The first step is identifying your stress. Once you’ve identified it, indulge yourself in something that removes your mind from the stress. I enjoy hunkering down with a good book. My husband likes to laugh at funny television shows. Whatever your calming method, carve out time each day to relax.

Exercise is the best stress-management technique. Working out kills two birds with one stone —you can burn calories and work off some frustration. When it comes to health, exercise is the nearest we have to a magic bullet. Increasing your exercise also requires letting your body rest. A good eight hours of sleep a night does wonders for the body.

Whether you are a long-time fitness advocate or just trying to shed a few pounds, making some simple changes can radically improve your short- and long-term health. Eating right, avoiding junk food, exercising daily, quitting dangerous habits and managing stress will make you feel better.

5 STEPS TO A HEALTHIER YOU

B Y B E C K I E H U N T, R N , C E N T R A M E D I C A L G R O U P S T R O O B A N T S C A R D I OVA S C U L A R C E N T E R

A registered nurse, Beckie Hunt is the clinical coordinator for

Cardiovascular Wellness and Prevention at Centra Medical

Group Stroobants Cardiovascular Center in Lynchburg. For more

information, call 434.200.2273 or visit StroobantsCardiovascular.com.

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 23LynchburgBusinessMag.com 23

HEALTHCARE

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Before

After

Remember back to your middle and high school days, when everyone came back from Christmas break? Two things happened: First, everyone got to show off all the clothes, shoes, and other great stuff they

got for Christmas. That was the fun part. But second, it took about a week for everyone to remember all the things they forgot over break. And that week often started with, or at some point included, your teachers’ attempt to get everyone back on track with the line, “Okay class, let’s review…”

Today, we’re going to review. There won’t be an exam or a term paper, or even any vocab words when we’re done, but we will cover some important details of our market over the past 12 months. So sit up straight, spit out your gum, and let’s get started!

First off, let’s review the number of sold residential properties over the past 14 years. Keep in mind that all statistics are taken from the Lynchburg MLS, which covers all of Lynchburg City and the four surrounding counties (as well as some additional properties beyond that scope). Here are the total number of residential sales by year, going back to 2002:

2002 2,308 closed sales 2009 1,911 closed sales2003 2,554 closed sales 2010 1,713 closed sales2004 2,748 closed sales 2011 1,785 closed sales2005 3,064 closed sales 2012 1,963 closed sales2006 2,998 closed sales 2013 2,361 closed sales2007 2,758 closed sales 2014 2,491 closed sales2008 2,114 closed sales 2015 2,826 closed sales

This chart shows that 11 years ago our market peaked in terms of sales volume and then steadily dropped off for the following five years. The interesting thing

is that in 2006/2007, most people did not sense the coming economic downturn, yet our market had already begun to slow down. You can also see that from 2012 through last year, we have made marked improvement. Higher sales is one indicator that the inventory is turning over at a faster pace.

Here’s another set of stats that I think are often over looked, but can provide great insight into the direction the market is heading: the number of expired and withdrawn listings. Every listing agreement has an expiration and sometimes when that date comes, the owners decide to take the house off the market (or maybe the market forces them to do so). Or, sometimes when a home doesn’t sell, the owners just ask to have their listing withdrawn. In either case, the bottom line is the home didn’t sell. Here’s a look at the total number of residential listings that were either withdrawn or expired by year:

2002 840 expired/withdrawn listings 2009 1,580 expired/withdrawn listings2003 811 expired/withdrawn listings 2010 2,872 expired/withdrawn listings2004 682 expired/withdrawn listings 2011 2,630 expired/withdrawn listings2005 510 expired/withdrawn listings 2012 2,118 expired/withdrawn listings2006 682 expired/withdrawn listings 2013 2,022 expired/withdrawn listings2007 1,747 expired/withdrawn listings 2014 2,151 expired/withdrawn listings2008 1,853 expired/withdrawn listings 2015 1,938 expired/ withdrawn listings

Take a look at 2006. That year, 2,998 homes sold and only 682 expired. The very next year, when the market still appeared to be healthy, there was a dip in sales to 2,758 but the number of expired listings more than doubled to 1,747! Seen another way, in 2006, for every one home that did NOT sell, 4.4 homes did. One year later, for every one home that expired, only 1.6 homes sold.

The gap continued to narrow over the following years until 2010 when it completely flipped upside down. That trend continued until 2014 when our market finally righted itself and for the first time in four years, more homes sold than expired or were withdrawn. Following the trend lines, it appears we are experiencing a continuing drop in the number of listings that do not sell.

This is all good news! Sure, it’s not like ‘winning the lottery’ good news, but it shows steady, positive movement in the right direction. This coming year, I’d like to see our market close over 3,000 residential sales and our expired/withdrawn listings drop to 1,500 or less. That would feel like two good, progressive steps in the right direction. Side note: While the average sales price and the average days on market are also interesting statistics, sometimes those numbers are more wisely applied to segments of our market. For instance, the average sales price across our entire market may show a change but that change may not apply to all price ranges or neighborhoods or zip codes. The figures we’ve discussed here give a broad view of the overall direction of our market as a whole.

Hopefully this is interesting and useful information to have, and maybe to share the next time you’re at a dinner party or social engagement. Hey, it has to be more fun than figuring the sine, cosine, and tangent, right? I’ll bet you already forgot how to do those…

Dan Vollmer is an Associate Broker at Re/Max 1st Olympic

and member of the Virginia Association of REALTORS

Board of Directors. Find him at www.danvollmer.com.

GETTING GOOD REVIEWSWHERE IS THE REAL ESTATE MARKET

HEADING THIS YEAR?B Y DA N VO L L M E R , A S S O C I AT E B R O K E R , R E M A X 1 S T O LY M P I C

LynchburgBusinessMag.com FEBRUARY/MARCH 201624 LynchburgBusinessMag.com24

REAL ESTATE

Karl MillerD a l t o n & C o m p a n y , I n c .

Team

KWith over 200 homes sold in 2015, the Karl Miller Team thanks you for your business and

referrals to your friends moving this year. Specializing in Residential Real Estate, our professional,

enthusiastic and production-oriented team wishes you and your business The Best this new year!

(434) 239-2394 | www.karlmillerteam.comMark A Dalton & Co Inc.

WASTE NOT, WANT NOTWaste Solutions Offers Affordable

Recycling Pickup to Lynchburg AreaB Y M A R C E LO Q U A R A N TOT TO

Lynchburg-bred brothers Jason and Gordon Cudd are no strangers to entrepreneurship in the Hill City. As Gordon T. Construction Inc., they have been operating as contractors on area building projects for the past 20 years with great success.

When the housing bubble popped and the housing market turned sour, however, their business took a hit and they began considering other, more sustainable forms of income.

“I’ve always been interested in the trash and recycling industry—providing a service to fill a need,” Jason said, “[We] wanted to give an option for great service at reasonable rates to my friends, neighbors, and the community.”

When operations officially began in February 2013 with just Gordon, Jason, one part-time office staffer, and one driver, they had zero recycling customers—only trash pickup. By the end of that year, they had about 100 people signed up for their recycling service.

Fewer than three years since the first solitary truck went out, they now have about 2,500 commercial and residential recycling customers. In addition to themselves, they now also have four office workers and seven other employees that work as drivers and/or helpers.

“I wish more people would do it, but it’s catching on. Lynchburg is certainly not behind the eight ball compared to other cities’ recycling programs, for sure,” Jason said.

Until companies like Waste Solutions began surfacing, the only options locals had was to go to the facilities and to separate everything themselves, or to go with a company with a cost prohibitive service fee. So, the Cudds decided to take on the task of providing a top-notch service for as cheap as they could without going broke.

Waste Solutions provides a free, large blue bin to residential customers that can be filled with paper, cardboard, Styrofoam, glass, tin, and aluminum (a full list of accepted materials can be found on their website) for $10 per month—no sorting required.

“We just believed in it, and really pushed it,” Jason explained. “We asked people to give [recycling]

a shot, and more and more people have. … It’s as easy as putting your trash out there.”

In 2015 alone, the Cudds said they’ve recycled right around 2.5 million pounds of materials from Lynchburg and the surrounding counties. That’s 2.5 million pounds of recycling that Waste Solutions and its customers alone have kept from the landfill.

Considering they also picked up 15.5 million pounds of trash, 70 percent of which they said could have been just as easily recycled, Gordon and Jason believe their expansion is far from reaching a plateau.

“We’ve grown,” Jason said.“A lot,” said Gordon, while sitting in their Wyndhurst office space, where they

operate both the construction company and Waste Solutions.“A lot,” Jason confirmed. “We’re probably hoping to keep growing, I guess.” He

laughed. “It surprises me we have this many people. I haven’t even thought about it. We have four [trucks] that we use now. Have another that we’re waiting on.”

Since the very first day, the Cudds said their encouragement to the staff has been to offer an incredible service. Don’t leave the can on its side. Leave it standing upright. Don’t leave anything on the ground. Provide a level of trash and recycling service previously unseen in this region.

“Word-of-mouth, especially in a town this size, is going to be your biggest asset ... I would say that’s been the key,” Jason said.

Waste Solutions also offers trash-only customers free recycling pickup for a few months, just to try it out. Fiven how much of what is typically thrown away can be recycled, the additional service ends up costing exactly nil. And when the customer is a larger commercial operation that requires multiple recycling dumpsters, the additional service winds up saving money.

Operating Waste Solutions, a company whose name is literal to their service, is not inexpensive. So much so that neither of the Cudds have written a paycheck to themselves. Everything goes into payroll and to expanding the business.

While residential recycling costs the customer a mere $10 per month, the sturdy blue container they provide, which they say will withstand years and years of use, would cost $150 if purchased directly from the distributor.

They pay for the trucks, the gas, and the labor to go around and make pickups. The materials get bundled up and sent to a facility in Richmond, where an assembly line of people separates everything. From there, different companies purchase the sorted materials from the facility to make any number of things. Waste Solutions makes nothing from the exchange.

BUSINESS U N D E R

T E N Y E A R S

The Cudd brothers are dedicated to making recycling

simple and affordable for area residents through their

business, Waste Solutions.

LynchburgBusinessMag.com FEBRUARY/MARCH 201626 LynchburgBusinessMag.com26

BUSINESS PROFILE

“If you look at the amount of stuff that can stay out of the landfill and be reused in product that you and your kids and

everybody is going to be buying and reusing again—[recycling] just makes more sense,” Jason said.

Within two to three years, the Cudds hope to see 50 percent of the local population recycling. They estimate that less than 25 percent are doing so today.

“I want everyone to recycle,” Gordon said. “I want every single person. But I don’t want it mandated. I think people should be educated to make the decision to do so. I think that once they’re educated and see the benefits of it, most will. It just takes time. And it’s growing, so obviously it’s working.”

As the population grows in Lynchburg, landfill space is a serious concern. These places are not limitless, not inexpensive to operate. That coupled with the Cudds’ assertion that recycling just makes sense.

“No matter what side of the political spectrum you’re on, that you can look at it and say, ‘You’re throwing away a commodity.’ If it can be recycled and somebody else can use it and profit from it, if you can help save the environment plus help somebody make some money plus create goods out of recycled products, it just doesn’t make sense not to make the choice to recycle,” Gordon said.

Gordon admits that recycling wasn’t all that important to him until he started doing it. Once he and his wife and their three children started filling their own blue container, he realized just how much of what they had been sending to the dump was actually reusable. Now, he said, he doesn’t know what he’d do without it.

“I reduced my trash by a little over half. I’m never going to stop,” he said. “Once you get into it, once you realize, ‘Hey, this is making a difference,’ I don’t think you’ll ever stop.”

FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS, RO-DENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS, RODENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS, RODENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS, RODENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS, RODENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS, RODENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS, RODENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS, RODENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS,

Foundation Troubles?FREE Inspections & Estimates

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EG_LynchburgBusiness_half_8.125x4625.indd 1 10/30/15 3:36 PM

AT A GLANCEFounded: 2003

Location: 1934 Graves Mill Road, Lynchburg

Employees: 30-35

Signs of Growth: Expanding into new areas including Albemarle County, Lexington, and Smith Mountain Lake

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 27LynchburgBusinessMag.com 27

BUSINESS PROFILE

FEATURE

Company Bio: The Animal Emergency and Critical Care Clinic exists to provide emergency medical and surgical care to pets in the Central Virginia Region. Typically, they care for animals that need emergency surgery or are wounded from a gunshot or fight. They also keep animals overnight that are having a serious issue, such as respiratory problems.

Company Culture: Employees take pride in their work, enjoy a job well done, and show excitement to be part of the team. Since every day looks different, employees say they are not bored with a mundane work day. Among the many benefits offered, Animal Emergency and Critical Care provides healthcare benefits, retirement and savings options, opportunities for advancement, and appropriate compensation.

Community Development: The Clinic invests in the community through the Meals on Wheels program, which helps families who can’t afford to feed their animals, and also donates to the Lynchburg Humane Society.

In Their Words: “It’s a small business where everyone gets along and acts like family in the best way possible,” said Jess Filko, a veterinary assistant who has worked at the clinic for 2 ½ years. The hours are great, the staff is top notch. They train you so no experience is required, and there is room for personal growth.” –M.H.

ANIMAL EMERGENCY AND CRITICAL CARE

AT A GLANCEFounded: 2005

Location: 3432 Odd Fellows Road, Lynchburg

Employees: 15

Spelling out what makes a great work

environment is somewhat of an inexact science.

Who better then to determine that than the

employees who experience it day in and day

out? For the first annual “Best Places to Work”

campaign, we asked employees to nominate their

companies for consideration.

Those featured here in alphabetical order were

shared with us by employees and selected for

the quality of their work environments, general

company culture, training and development

opportunities, tangible and intangible benefits,

and employee satisfaction, among other things.

We hope you appreciate seeing the great things

happening in our region and consider nominating

your own place of work for next year’s campaign!

W I T H R E P O R T I N G B Y E M I LY H E D R I C K A N D M E G A N H O U S E

LynchburgBusinessMag.com FEBRUARY/MARCH 201628

FEATURE

BANK OF THE JAMESCompany Bio: Bank of the James was founded by a team of 12 bank employees and 10 bank directors in 1999. After watching several local banks being taken over by large corporate banks and seeing standards and customer service suffering, they decided to come together and create a new local bank that focuses on relationships, making decisions at the local level, offering competitive fees and interest rates, as well as innovative products and services. Among these products and services are online banking, mobile banking, and remote deposit capture. Bank of the James was voted Lynchburg Living’s Best Community Bank for 2014 and 2015.

Work Perks: A “Healthier You” committee provides access to free cooking classes, yoga classes, and stress management workshops. Other benefits include free participation in community race events, and incentives to take part in events that promote a healthier lifestyle for employees and their families.

Community Development: Bank of the James supports many local schools, nonprofits, and other organizations through sponsorships, donations, and volunteer hours.

In Their Words: “Working in an environment that supports and encourages your advancement in your career as well as personal development is often not found in today’s workplaces,” said Angie Eagle, Vice President of Accounting, who has worked at Bank of the James for 10 years. “I am a living example of both because of Bank of the James.” —E.H.

BWX TECHNOLOGIES, INC.

Company Bio: BWX Technologies, Inc. (BWXT) is a leading supplier of nuclear components, fuel, and services to the U.S. government and commercial nuclear customers. For generations, BWXT has been at the forefront of the commercial and government nuclear power industries. Their history is traced all the way back to the 1850s, with the invention of the water tube boiler. BWXT (formerly The Babcock & Wilcox Company), is headquartered in Lynchburg and publicly traded on the New York Stock Exchange. Their goal is to be an industry leader, providing products and services of the highest quality.

Company Culture: The company is acutely focused on employee safety. BWXT also strives to help each employee, not just by offering numerous professional development opportunities, but by providing personal development resources as well, like health and wellness care facilities on site in Lynchburg.

Community Development: BWXT is dedicated to expanding the economic growth of their communities, and also support various organizations that strive to enhance cultural activities and improve people’s lives.

In Their Words: “I’ve worked at many places over the years, but none as caring and professional,” said Lewis Wydner, who works in Information Technology. He said what sets the company apart is the sense of being valued. –M.H.

AT A GLANCEFounded: 1867

Location: Corporate Headquarters—800 Main Street, Lynchburg. Other locations in Washington D.C., Ohio, Indiana, Tennessee, North Carolina,

South Carolina, Kentucky, Mississippi, Louisiana, Pennsylvania, New York, New Mexico, Idaho, and Canada.

Employees: Approximately 5,000, with more than 2,500 in the Lynchburg operations

AT A GLANCEFounded: 1999

Locations: 828 Main Street, Lynchburg; nine additional branches in the region plus three more in Virginia

Employees: 118

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 29

FEATURE

CHESTNUT HILL BAKERY

Company Bio: One of Lynchburg’s best loved bakeries, Chestnut Hill makes everything from breads and donuts to a variety of pies and pastries. In April of 2011, Col. Richard Hinkley of the Liberty University Police Department and his wife, Glenda, purchased the long-standing community bakery after it went out of business. Although the bakery underwent new ownership, baking was not new to Glenda, as she had been working from home making cakes for weddings and special occasions since the early 1980s.

Company Culture: The environment is friendly and uplifting. Employees are encouraged to ask questions, and learn what they do not know. What sets Chestnut Hill Bakery apart is the “heart of the owner,” according to the employee submission. If there is an upset customer, the owners take as much time as it takes to hear the customer’s concerns and rectify the situation. Creativity is encouraged. The owner supports experimenting and trying new ideas, which leads to new products being offered almost every day.

Community Development: Aside from donating donuts to Thomas Road Baptist Church on Sundays, they also give to charity runs and other organizations. Instead of throwing out leftovers, they donate to Salvation Army.

In Their Words: “The bakery is a fun place to be and to work and after vacations I am always happy to come back to it!” said Taylor Tinsley. –M.H.

CHILDREN’S DENTISTRY AND ORTHODONTICS OF LYNCHBURG

Company Bio: Children’s Dentistry and Orthodontics of Lynchburg (CDOL) specializes in pediatric dentistry and orthodontics, offering a full-range of services for infants, children, teens, and special needs patients. Their mission is to provide a safe and compassionate environment for all of their patients. Using advanced equipment and technology, they aim to offer the best possible dental care to the community.

Company Culture: Everyone is comfortable with each other, communicates well, and there are no office disagreements. Employees’ opinions are heard and valued. Special benefits include company trips, monthly meals, shirts, a clothing allowance, and rewards for exceptional performance.

Community Development: CDOL has invested in the community by partnering with the Lynchburg Hillcats for their “Hit the Books Reading” night. This campaign encourages children to read books in exchange for earning free tickets to the baseball game. In the fall, they host an artwork gallery that displays art by children who are patients at Lynchburg General Hospital. The artwork is then auctioned at the annual Love of Children Ball, raising money for the Children’s Miracle network. Additionally, “Captain Smiles” participates in the Lynchburg Christmas Parade, appears at Chick-fil-A’s Family Fun Night in February, and routinely visits schools to educate students on good oral hygiene.

In Their Words: “There is never a dull moment,” said Erin Spradlin, who has worked as the marketing coordinator and pediatric dental checkout for 3 ½ years. “Each day is different from another and I wake up each day excited to go to work. If you are looking for a boring place to work, this is not it!” –M.H.

AT A GLANCEFounded: Serving Lynchburg for over 45 years; purchased by the Hinkleys in 2011.

Location: 5216 Fort Avenue, Lynchburg

Employees: 15

AT A GLANCEFounded: 2008

Location: 105 Paulette Circle, Lynchburg

Employees: 15

LynchburgBusinessMag.com FEBRUARY/MARCH 201630

http://lynchburgdermatology.com

FEATURE

We’ve built a great company in Lynchburg from the ground up. (well, in some cases, a little deeper than that) Creating wireless solutions in mining, security, utilities and beyond.

iwtwireless.comInnovative Wireless Technologies, Inc.1100 Main Street, Lynchburg, Virginia

DEEP KNOWLEDGE.

Company Bio: Dawson Ford Garbee & Co. Realtors (DFG), a real estate agency with homes for sale in Lynchburg and the surrounding communities, was founded in 1905. DFG specializes in the sale of residential and commercial properties, land, and new construction. They assist both buyers and sellers throughout the purchase, relocation, and closing processes. Additionally, DFG specializes in property management, offer online real estate classes for those who want to obtain a real estate license, and coordinates residential and commercial auctions. DFG was voted the Best Real Estate Agency in Lynchburg Living’s 2015 Best Of contest.

Company Culture: DFG has significant diversity in terms of culture, age, race, and gender, giving them a well rounded team. Most of the staff has worked at DFG for at least 10 years. Special benefits include ongoing monetary incentives.

Community Development: DFG serves throughout the community. Last year, Bring Your Dog to Work Day raised money for the Lynchburg Humane Society.

In Their Words: “We are a group that has developed an uncanny knack for exceeding our clients’ expectations in customer service. This does not come from one person; it comes

DEPAUL COMMUNITY RESOURCES

Company Bio: DePaul Community Resources exists to provide services for individuals with unique challenges. The nonprofit embraces the vision of opening doors to hope and belonging through foster care, adoption, independent living, and community-based services. Their child and family services mission is to ensure safety, promote permanency, facilitate healing and support independence for the children and families they serve. The mission of their developmental disabilities services is to support personal choice, promote individual growth, improve quality of life, and increase social inclusion for those with developmental disabilities.

Company Culture: DePaul prides itself on being “family friendly” and offers employees flexibility through paid time-off for both personal and medical leave. DePaul underwent an extensive study in 2014-2015 to ensure that employees were making a fair and appropriate salary, taking into consideration their position and duties, and also their education and experiences. The study concluded that DePaul ranked above and beyond similar agencies in compensating their

AT A GLANCEFounded: 1905

Locations: 18281 Forest Road, Lynchburg; 3715 Old Forest Road, Lynchburg

Lynchburg Employees: 65 real estate agents, nine additional employees

DAWSON FORD GARBEE & CO.

REALTORS

from a village. I love working with folks who have the same motivation and goals and spirit that I do,” says Tiffany Blankinship, Relocation Coordinator, who has worked at Dawson Ford Garbee for 17 years. “When work is your second home, you want to share that.” —E.H.

LynchburgBusinessMag.com FEBRUARY/MARCH 201632

FEATURE

DERMATOLOGY CONSULTANTSCompany Bio: With 95 years of combined experience between their five providers, Dermatology Consultants strives to offer extraordinary care to patients, treating each one as if they were their only patient. One of their main objectives is to promote a positive environment for both workers and patients—an objective that appears to be working as they were voted the Best Dermatology Practice in Lynchburg Living’s 2015 Best Of contest. Aside from general dermatology, Dermatology Consultants offer services for skin cancer and cosmetic dermatology.

Company Culture: Employees are given opportunities to interact with supervisors, and voice their opinions with company policies and decisions. Colleagues express excitement in being part of the team, and celebrate each other’s professional achievements.

Community Development: The staff enjoys a close-knit, family-like atmosphere. Aside from gathering each morning to pray before starting the day, and buying the staff lunch each month, they take time to celebrate special life events. They are also given opportunities to serve throughout the community. Each year they have a booth at the Virginia 10 Miler where they give skin cancer screenings. Dermatology Consultants also donates to schools and other charitable organizations.

In Their Words: “Dermatology Consultants is absolutely amazing,” said Kasey Almond, who has worked as a certified dermatology technician since August 2014. “The main reason why I love working for them is the fact that they appreciate their workers and show it!” –M.H.

employees. The few employees who were not being compensated accordingly were given immediate raises.

Community Development: Although they have many offices scattered throughout Virginia, they come together to share in professional development, holidays, and other various celebrations during the year.

In Their Words: “We have fun at DePaul,” said Liz Nelms, who began working for the company in 2013. “While our work is serious and treated seriously by every employee, we all work together to promote a supportive, nurturing, and fun environment. Showing our appreciation for one another, offering our thanks for support, or just making someone else laugh and feel like they belong—those are the cornerstones of the DePaul experience on a day-to-day basis.” –M.H.

AT A GLANCEFounded: 1977 (Lynchburg office opened in 1987)

Locations: Harrisonburg, Amelia, Waynesboro, Charlottesville, Madison Heights, Forest, Danville, Roanoke, Christiansburg, Cedar Bluff, and Abingdon.

Employees: 16 at the Lynchburg location; 260 throughout all DePaul offices.

AT A GLANCEFounded: 1950s

Location: 1330 Oak Lane Suite 101, Lynchburg

Employees: 30

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 33

FEATURE

FOREST DENTAL CENTERCompany Bio: With a motto of “smile with confidence!” the four dentists at Forest Dental Center (FDC) offer years of experience and work to meet their patients’ needs. Aside from routine prevention care and exams, they offer pediatric care, cosmetic dentistry, sleep apnea treatment, teeth whitening, restorations, extractions, and cerec crowns. Their goal as a “patient first practice” is to provide excellence in dentistry, with a passion for the profession and quality patient care. This approach won them the top spot in the Best Dentist category in Lynchburg Living’s 2015 Best Of contest.

Company Culture: The staff at FDC enjoys a relaxed environment and look forward to office parties, holiday “tacky” sweater day, and casual Fridays at the end of each month during which employees wear a FDC t-shirt. Employees are offered training when hired, opportunities for professional development and advancement, healthcare benefits, retirement and savings options, and chances to interact with coworkers outside of work. Opinions are valued, and employees feel a level of “ownership” in the practice.

Community Development: FDC invests in the community by offering free dental services to people in need and also volunteer at the Free Clinic. Once a year they sponsor “Dentistry From Our Hearts,” which offers free dental services to members of the community. Additionally, two local surgeons partner with them to see patients who have needs greater than what FDC can address. They typically see between 200-250 patients during the event.

In Their Words: “The employees work well as a team with a common goal in mind,” said Natalie Larkin, who has been a dental hygienist for 7.5 years. “It is an honest dental practice, with spirituality that motivates our teamwork and provides excellence in dentistry in a professional atmosphere.” –M.H.

HURT & PROFFITTCompany Bio: Local civil engineering and surveying firm, Hurt & Proffitt (H&P), values communicating with their clients through every step. H&P is equipped to manage projects in a variety of scopes including civil engineering, surveying, land development, construction testing and inspection, geotechnical engineering, environmental, and cultural resource management.

Company Culture: The company encourages employees to participate in professional seminars and workshops, associations and societies, and gain certifications and licensures in their specialization. Special benefits include professional development and training, fitness reimbursement, section 125 cafeteria plan, and Christmas Club savings.

Community Development: Making a mark on the community, H&P has been a major contributor to many notable projects, including expansions and construction for Centra, the Wyndhurst development, and Liberty University. They have worked with the Virginia Department of Transportation, American Electric Power, Central Virginia Community College, and several others. –M.H.

AT A GLANCEFounded: 2000

Location: 1604 Graves Mill Road, Lynchburg

Employees: 30

AT A GLANCEFounded: 1973

Location: 2524 Langhorne Road, Lynchburg; 118 Cornerstone Street, Lynchburg; additional offices in Norfolk, Roanoke, and Wytheville, VA.

Employees: 70

LynchburgBusinessMag.com FEBRUARY/MARCH 201634

FEATURE

PROUD TO CALL LYNCHBURG HOME FOR 83 YEARS.

OUR MISSION IS TO ENRICH, INSPIRE & SERVE OUR CUSTOMERS, OUR PEOPLE & OUR COMMUNITY.

INNOVATIVE WIRELESS TECHNOLOGIES

Company Bio: Innovative Wireless Technologies (IWT) is a professional design center that specializes in the development of wireless product solutions. Their team of engineers has developed solutions that “set the bar for underground communications, safety, and security.” IWT strives to make technology that is simple, rugged, and improves safety.

Company Culture: Employees are “upbeat,” very supportive of each other. The 11 ladies in the Lynchburg office take time to enjoy holidays and special days. For birthdays, they visit a restaurant to celebrate, and for Christmas, they enjoy an ornament exchange. IWT also hosts summer picnics, lake parties, and Lynchburg Hillcats days. On Wednesdays, a group of IWT employees visits the Community Market to buy fresh vegetables and bread.

Work Perks: IWT cares for their employees, offering many benefits. They pay 90 percent of employee and employee-family insurance premiums.

Community Development: IWT has supported many organizations over the years, inlcuding the Renaissance Theater, Amazement Square, Lynchburg Humane Society, Blue Ridge Area Food Bank, YMCA Thunder Ridge, Virginia League of Lynchburg, RUSH Homes, James River Day School’s Cardinal Club, and Smith Mountain Lake’s Christian Academy.

AT A GLANCEFounded: 1997, moved to Lynchburg in 2012

Location: Headquarters—1100 Main Street, Lynchburg. Additional locations in West Virginia, Nevada, Illinois, and Pennsylvania.

Employees: 44 full-time, five part-time

In Their Words: “It’s all the little things that the company provides to make working here better,” said Barbara Wagner, who has worked as a tactical marketing analyst since April of 2015. “From free snacks, fruit, coffee, tea, hot chocolate, and other goodies to having a treadmill and ping-pong table upstairs for our use, IWT provides all the cool work options that I thought were only possible at large companies, like Google.” –M.H.

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 35

FEATURE

MOORE & GILES, INC.Company Bio: Moore & Giles, Inc. designs, develops, and delivers high-end leather to the manufacturing and design trades. The company was founded in 1933 in Lynchburg by Donald Graeme Moore, a purchasing agent at the Craddock-Terry Shoe Corporation. When he was laid off due to the Great Depression, he founded Moore & Giles, Inc. and was shortly joined by his son-in-law, W. Vernon Giles; together, they produced and sold leather for shoes. Since then, the company has grown tremendously in terms of both sales territories and offerings. Moore & Giles has representation in every major metropolitan area in the United States and partnerships with other countries including England, Germany, Istanbul and France. Their leather is used in many arenas, such as interior design for homes and hospitality venues, aviation, and fashion. They also offer their own line of luxury leather bags and accessories. Moore & Giles has been featured in Architectural Digest, Veranda, House Beautiful, Elle Décor, and on GQ.com.

Work Perks: Special benefits include a wellness bank for co-pays and exercise equipment, workout sessions on the clock, and access to a personal trainer and gym on the premises.

Community Development: Moore & Giles supports many local nonprofits, including the Academy Center of the Arts, United Way, and Lynchburg Daily Bread.

In Their Words: “I chose to nominate Moore & Giles because of its commitment to its employees, vendors, clients, and community,” says Melinda Runion, Customer Care Manager, who has been working at Moore & Giles, Inc. for 20 years. “This commitment has instilled a sense of pride and accomplishment in me as well as many others. I can’t imagine working anywhere else.” —E.H.

ORTHOVIRGINIACompany Bio: OrthoVirginia (formerly The Orthopaedic Center of Central Virginia) was founded in 2005 and specializes in arthroscopic surgery, joint and cartilage replacement, and other musculoskeletal medical services. The staff is composed of Fellowship-trained surgeons and Board Certified physicians, physician assistants and nurse practitioners, physical and occupational therapists, nursing and radiology staff, and administrative staff. OrthoVirginia strives to improve and enrich the lives of patients and employees, promote patient education and preventative care, and contribute to the well-being of the community. Two doctors from OrthoVirginia were listed among Virginia Living Magazine’s “Best Doctors” in 2012. They were also voted one of the Best Physical Therapy Centers in Lynchburg Living’s Best Of 2015 contest.

Company Culture: The administration knows employees by name; employees can sign up to share professional and personal presentations at team meetings; team meetings with food and gift giveaways. Special benefits include stipends for conferences and CECs.

Community Development: OrthoVirginia works with the Jubilee Center to help mentor at-risk youth. The company also sponsors and participates in multiple local events.

In Their Words: “After moving from out of state, OrthoVirginia welcomed me in as family. They have been supportive since the day we moved here,” said Julianna Acevedo, Community Outreach Specialist, who has worked at OrthoVirginia for six months. “When your work is appreciated, and important personal life goals and milestones are acknowledged by your employer, it gives a feeling of family and friendship, not just a place to go to work.” —E.H.

AT A GLANCEFounded: 1933

Location: 1081 Tannery Row, Forest

Employees: 92

AT A GLANCEFounded: 2005

Location: 2405 Atherholt Road, Lynchburg

Employees: 240

LynchburgBusinessMag.com FEBRUARY/MARCH 201636

FEATURE

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REHAB ASSOCIATES OF CENTRAL VIRGINIA

Company Bio: Rehab Associates of Central Virginia (RACV) is an outpatient orthopedic physical therapy enterprise. It was founded in 1966 and has grown to 12 locations throughout the region. With specialties in physical therapy, pain management, orthopedic physical therapy, and sport injuries, RACV has a patient-first mentality that focuses on their quality of life and outcomes. RACV also strives to work as a team across its sub-specialty practices and to enhance the personal and professional lives of its employees. RACV received the Private Practice of the Year Award for 2015 from Advance Magazine. They were also voted the Best Physical Therapy Center in Lynchburg Living’s 2015 Best Of contest.

Company Culture: Special benefits include a continuing education allowance and a profit sharing program. Employees say there is a sense of community and collaboration among 12 different locations. A “high five program” entails employees emailing a note of appreciation about a fellow employee, and the employee with the most high fives in a month gets entered into a drawing for a large prize.

Community Development: Physical therapists volunteer at local high school football games and provide free injury screenings for high school athletes. Employees volunteer at the Virginia 10 Miler and participate in the Sedalia Center Chili Cook-off.

SOUTHERN LANDSCAPE GROUP INC.Company Bio: Southern Landscape Group Inc., which was founded in 2006, is very diverse in the types of landscaping they design and build. They offer complete landscape design including custom patios, driveways, pathways, walls, fences, outdoor kitchens, fire pits, pizza ovens, pools, ponds, and much more. Southern Landscaping was voted the Best Landscaping Company in Lynchburg Living’s 2015 Best Of contest.

Company Culture: Employees are given a voice in company policies and decisions, and are excited to be part of the team. Not only do they celebrate employees’ professional achievements, they also celebrate personal events, such as weddings and new babies. Each summer, they hold a picnic at the owner’s lake house, and a Christmas dinner in December to celebrate the holiday and recognize new hires throughout the previous year.

Community Investment: Giving back to the community is essential to Southern Landscape, and they invest through volunteering, financial support, and participating in professional organizations. They contribute to many organizations such as Adopt-A-Highway, Centra Foundation, Habitat for Humanity, Relay for Life, Ride for a Child, Rush Homes, Junior League of Lynchburg, Timberlake Christian Church’s youth mission trips, and many others.

In Their Words: “We have one of the best groups of people that I have ever worked with,” said Callan Dudley, who has worked for Southern Landscape for 3 ½ years. “There is not a day that goes by that when you walk in the door that you are not greeted. Also when you leave, everyone is sure to tell you “goodbye” and “thank you.” That appreciation sure does go a long way.” –M.H.

In Their Words: “We are a family that all works together, each at our individual clinics, to make sure we achieve the RACV way,” said Katie Shook, Physical Therapist and Site Supervisor at the Brookneal clinic, who has worked at RACV for 18 months. “We hold each other accountable, put patients first, constantly improve our skill levels and service, and exceed expectations in the community. I love that we work hard and have fun doing it!” —E.H.

AT A GLANCEFounded: 2006

Location: 192 Miles Lane, Evington

Employees: 25

AT A GLANCEFounded: 1966

Locations: 20347 Timberlake Road Suite B, Lynchburg; 11 additional offices in the region

Employees: 121

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 37

FEATURE

THRIVEWORKSCompany Bio: Founded in 2008, Thriveworks offers counseling and life coaching for individuals, couples, and families. Their standards of service include 24 hour telephone and email access to counselors and appointments within 24 hours. The Lynchburg office opened in 2013, and there are offices in nine additional states. Thriveworks has been featured on CNN and ABC and in The Washington Post and The Boston Globe.

Company Culture: With an attractive office space and relaxed environment, Thriveworks aims to put both patients and staff at ease every day. Senior management is very accessible and open to employee feedback, and management often expresses employee appreciation both verbally and in writing. The company rents out Amazement Square for parties around key occasions. Other work perks include Friday lunches provided by the CEO; new employees welcomed with lunch out; potluck parties; champagne toast every Friday at 5 p.m.

In Their Words: “Besides the friendly work environment and benefits, we are encouraged to have a voice, to give our input,” said Trish Cappello, Billing Specialist, who has been working at Thriveworks for 3 ½ years. “Our management cares about us as people, not just employees. We have a fantastic team.”—E.H.

SPECTRUM STONE DESIGNS

Company Bio: Spectrum Stone Designs, a direct importer and fabricator of natural stone for residential and commercial projects, was founded in 2007. The company imports top-quality granite, marble, and other stone, uses precision templating, and cuts, polishes, and installs pieces like countertops, fireplace surrounds, and bars into homes and offices. Spectrum Stone Designs has received service awards from Angie’s List and the interior design website, Houzz.

Company Culture: Although its small staff serves many areas throughout Central Virginia, Spectrum Stone Designs never uses subcontractors and promises the strictest attention to detail for each project. Special benefits of working there include paid company vacations as well as occasional dinners out, gift cards, and breakfasts and lunches

Community Development: Their website (spectrumstonedesigns.com) features recipes, a form to request a free cookbook, advice on choosing stone, explanations of edging, measuring, and installation, and a list of Central Virginia home resources.

In Their Words: “This is the best place I have worked in my 32 years of working,” said Kim Mays, Sales Manager, who has worked at Spectrum Stone Designs for 4 years. “[Owners] Page and John Eggleston are incredible to work with and for, and they care about each and every employee’s needs. To have owners who truly care about you and your family makes life so enjoyable. I enjoy going to work every day.” —E.H.

AT A GLANCEFounded: 2007

Location: 12209 Richmond Highway, Concord

Employees: 10

AT A GLANCEFounded: 2008; Lynchburg opening 2013

Locations: 1000 Jefferson Street, Suite 1B, Lynchburg; four additional locations in Virginia; locations in nine additional states

Employees: 30

LynchburgBusinessMag.com FEBRUARY/MARCH 201638

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TO

WORKplacesB E S T

2016

Thank you for voting us one of the best

places to work!

FEATURE

VIRGINIA EAGLE DISTRIBUTING

Company Bio: Virginia Eagle Distributing (VED), a Virginia-based beverage distributor, was founded in 2006. It provides the entire Anheuser-Busch family of beers and imports, local craft beers, and a selection of non-alcoholic beverages to more than 50 counties and independent cities throughout Virginia, covering about 20,000 miles. The company is composed of sales and marketing teams, warehouse staff, and drivers. They service both off-premise accounts such as grocery and convenience stores and on-premise accounts such as local restaurants and bars. Virginia Eagle Distributing won the Top Innovator Award in 2012 at the Charlottesville Area Better Business Challenge.

Company Culture: Local sponsorships and promotional events offer employees an opportunity to build relationships outside of work. VED offers a company-funded wellness program, competitive compensation, and benefits to high school graduates. Other perks include outings like the employee and family picnic at a water park and annual Christmas party.

In Their Words: “At a time when college is quickly becoming too expensive for many families, Virginia Eagle offers a high school graduate who obtains a CDL the opportunity to start a career in our industry at a reasonable beginning pay and plenty of room for growth if they work hard and show results,” said Bo Hurt, Senior Director of Operations, who has worked at Virginia Eagle Distributing for 8 years. “The distribution industry is demanding and difficult at times, but our owners truly believe in a work-life balance and strive to provide that balance to us.” —E.H.

VIRGINIA SELECT AUTOCompany Bio: Virginia Select Auto (VSA), a pre-owned car dealership in Amherst, was founded in 2013 by Bruce Strickland. VSA focuses on providing an optimal customer experience by training customer service representatives instead of salespeople, offering no-hassle and bottom line pricing, flexible financing, and CARFAX information on every vehicle. VSA offers cars of all types and for all budgets and purchases and trades used cars. VSA was awarded “Medium Sized Business of the Year” in 2014 by the Amherst County Chamber of Commerce.

Company Culture: With a team focused on family and community, all departments pitch in if a department is short-handed. VSA also offers Trunk-or-Treat in October for employees and their families, cookouts and ice cream sundae parties, and monthly employee birthday cakes.

Community Development: VSA provides employees with opportunities to volunteer for community projects, such as a car show in August that helps fund scholarships for local students. The dealership also services and repairs Dodge, Chrysler, Chevrolet, Honda, and Ford vehicles and offers helpful car buying and maintenance advice on their website’s blog (vaselectauto.com).

In Their Words: “All employees at VSA are part of the team, with equal importance; no department is valued over another,” said Genise Millner, Controller, who has worked at Virginia Select Auto since it opened in 2013. “VSA is a small business and as such, everyone knows everyone else. We are family. I would encourage anyone who wants to work for a company with family values to consider VSA.” —E.H.

AT A GLANCEFounded: 2013

Location: 1873 South Amherst Highway, Amherst

Employees: 25-30

AT A GLANCEFounded: 2006

Lynchburg Opening: 2012

Locations: 100 Lichford Lane, Lynchburg; five additional locations in Virginia

Lynchburg Employees: 63

LynchburgBusinessMag.com FEBRUARY/MARCH 201640

http://dawsonfordgarbee.com

FEATURE

TO

WORKplacesB E S T

2016

Thank you for voting us one of the best

places to work!

WOOLDRIDGE HEATING, AIR & ELECTRICAL

Company Bio: Wooldridge Heating, Air & Electrical was founded by Lester and Trisha Wooldridge in 1975. The company offers heating and cooling equipment, including its own Wooldridge brand, along with free consultations and estimates without pressure of commitment. Their services include HVAC equipment and repair, maintenance, weatherization, generators, and electrical work. Wooldridge promises integrity, attention to detail, innovation, and follow-up visits and calls from their Quality Inspection Specialist after every installation. Wooldridge was voted as Lynchburg Living’s Best Heating and Air Company for 2015.

Company Culture: Team effort is critical at Wooldridge. All employees are cross-trained to ensure complete coverage if anyone is out sick or on vacation. In addition, the company offers paid education that enables employees to test for their Journeyman and Master Electrician cards. After an employee obtains their Master Electrician card, their photo is added to the “Master Card holder” wall. Other perks include get-togethers outside of work at least twice a year, company celebrations of birthdays, anniversaries, and other special occasions, monthly incentives, and breakfast provided at staff meetings.

In Their Words: “The culture at Wooldridge is one of dedication, caring, and humor. We laugh, learn, and rely on each other daily to ensure that our employees are educated and safe and that our customers are taken care of to the best of each of our abilities,” said Terri Moses, Human Resources Manager, who has worked at Wooldridge Heating, Air, & Electrical for four months. “Any company can offer medical, dental, 401k, etc., but here they also offer family.” —E.H.

AT A GLANCEFounded: 1975

Location: 14179 Wards Road, Lynchburg

Employees: 58

LynchburgBusinessMag.com FEBRUARY/MARCH 201642

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There are a lot of great places to work in the Lynchburg area. So, how’d they get that way?

The staffing agency Adecco offers “7 Tips for Creating a Great Place to Work,” starting with “Be Flexible.”

“[Some] employees work from home,” Erin Foltz, vice president of finance and human resources for Moore & Giles, said. “We’ve done that for several of our employees, where they work from home one day a week. It’s not everyone; it’s dependent on the job function.”

Liz Nelms, adoption specialist for DePaul Community Resources, described her workplace as “extremely family friendly,” and said she sometimes works from home. “I have a laptop and I’m able to work from home. I can access our database and everything.”

Thomas Rea, a vice president at Bank of the James, says flexibility can also mean

giving employees the freedom to “be the best versions of themselves.” “This is the only bank I’ve worked for where management gives you the autonomy

to go and get things done,” he said, adding that while “we all have rules to work within ... each employee can bring their style and strengths to the table and do it their way.”

Adecco’s second tip is “Communicate,” which can lead to, among other things, “closer working relationships.”

“Moore & Giles allows everyone to speak and have an opinion about things we are trying to accomplish,” Melinda Runion, the company’s customer care manager, said. “They value input from everyone in the company.”

Added Foltz, “Top management makes themselves available to all employees with an open door policy. Employees are heard and appreciated for their positive attitude and contribution to our common mission of providing the best experience to all those we encounter in our business operations.”

THE MAKINGS OF GREATNESS: BUILDING A COMPANY

PEOPLE WANT TO WORK FORB Y S U Z A N N E R A M S E Y

LEFT TO RIGHT: OrthoVirginia; Bank of the James; Dermatology Consultants.

LynchburgBusinessMag.comFEBRUARY/MARCH 2016 43LynchburgBusinessMag.com 43

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At DePaul, Nelms said employees are encouraged to express themselves. “They want us to think outside the box and welcome new ideas and different ideas.

... They definitely welcome that because they realize people think differently and can come up with different ways to make things work.”

Adecco says employers also should “Recognize Success,” and while cash and gift cards are popular rewards, most employees “say meaningful recognition has no dollar value.”

“Nothing goes unrecognized,” Kasey Almond, certified dermatology technician with Dermatology Consultants, said of the doctors there. “They always show appreciation at the end of the day or during the day.”

Jimmy Davis, Bank of the James’ marketing director, said management “regularly recognizes employees for jobs well done,” and it can be “as simple as an email.”

Some companies do give financial rewards, among them Wooldridge Heating, Air & Electrical.

“Every month, we have a goal,” technician Jason Goodman said. “There are about four tiers to my goal, based on revenue, and they pay you a certain amount if you do this or that. It’s very good.”

Adecco’s fourth tip is “Offer Development Opportunities.”

Goodman described Woodridge’s educational benefits as “pretty top notch” and said employees can earn their journeyman and master HVAC technician licenses at no cost to them, provided they agree to work for Wooldridge for a certain period of time.

Among of the perks of working at Moore & Giles are its wellness benefits. According to Runion, the company has an onsite gym and a full-time personal trainer, and employees are allowed three 30-minute, on-the-clock workout sessions per week. There are free exercise classes, financial incentives for reaching fitness goals, and employees get a $500 allowance each year for workout gear, gym memberships, or medical expenses.

Saying nine out of 10 workers value honesty, trust, and fairness most in workplace relationships, Adecco lists “Build Trust” at Number 5.

Almond says these qualities are exhibited in how the Dermatology Consultants staff meets each morning to “pray and ask God to shine through our hearts and voices and reflect on us in the workplace. It brings us closer in all of those places.”

At Bank of the James, Rea said, even though he’s a “relatively younger employee ... I’m treated on par with anyone else [at the bank]. I see this across the board. There is a level of respect for individuals, regardless of where you are in the hierarchy.”

Number 6 is “Give and Receive Feedback,” something Runion has found valuable in over 20 years with Moore & Giles.

“I’ve received constructive criticism and feedback that have made me a stronger person and made me feel that I was valued for my contributions,” she said, adding, “It’s a cohesive company because each department works together and wants to see each department succeed. It’s not the customer service team against the warehouse. We provide each other with feedback and help improve each other’s teams.”

Finally, at Number 7, Adecco has found that employees are “healthier, happier and more productive” when employers “Provide a Sense of Purpose,” something Nelms says she’s found at DePaul.

“It’s a huge purpose,” she said. “I love the kids that I work with and the families that I work with. It’s a good feeling at the end of the day knowing that we’ve helped these kids.”

At Bank of the James, Davis said, “Employees enjoy their jobs. We work hard, but it’s enjoyable. Also, Bank of the James is growing with offices in Roanoke, Charlottesville, and Harrisonburg, as well as Lynchburg and the surrounding areas. It’s very satisfying to know you’re an important part of the bank’s success.”

Almond said, “It’s just a good feeling when you know someone comes in and you help them with their skin condition or skin cancer and it’s all healed ... and you get them better in the end. It’s a good feeling when you know you’ve helped somebody.

Based on what some local workers have said, one might add “Feeling of

Family” to the list. Rea describes Bank of the James as a “family atmosphere” where management

considers families when structuring benefits. “There are some banks out there where if your spouse can get insurance

somewhere else they’re required to ... but we don’t have those kinds of restrictions,” he said. “The benefits are much more geared toward the family than the individual. It’s just an example of how the culture works.”

Foltz said she heard about Moore & Giles commitment to family when she interviewed 10 years ago and was asked about how she balanced her work and home life. “You have to have downtime and it needs to be healthy downtime, out of [the office], so it’s encouraged,” she said.

When Nelms lost her infant son Drew this past September, she received overwhelming support from coworkers. “It was like they lost him, too,” she said.

Her coworkers visited and sent cards, emails, texts and flowers, and even donated money to help out when her husband didn’t have paid leave. When Nelms returned to work a few weeks later, she said there were “lots of hugs” and everyone wanted to know how they could help.

“Nobody pressured me to talk about anything, but if I needed or wanted to, they were right there,” she said. “I honestly ... don’t think I could have come back to work if it had been any other place.”

LEFT: Moore & Giles; BELOW: Thriveworks.

LynchburgBusinessMag.com FEBRUARY/MARCH 201644 LynchburgBusinessMag.com44

POSITIVE WORK ENVIRONMENT

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Have you ever wondered if there’s a recipe for creating a successful entrepreneur? Is it just the right mix of craft and charisma, or big scoop of hustle and a pinch of luck? Is one business model truly superior to another

when it comes to cooking up the perfect product? It turns out, research and experiential evidence points to key characteristics that can contribute to greater success. CHARACTERISTICS OF A SUCCESSFUL ENTREPRENEUR

According to the book Entrepreneurship: Successfully launching new ventures, four characteristics of successful entrepreneurs have been observed: 1) Passion for the Business, 2) Product/Customer Focus, 3) Tenacity Despite Failure, and 4) Execution Intelligence. Passion is considered the top priority out of these characteristics, according to serial entrepreneur Andy Sack. In his article, “Why is passion so important to a startup?” Sack says passion derives from five attributes: 1) ability to learn and keep learning, 2) willingness to work hard over an extended time period, 3) ability to overcome setbacks and “No’s”, 4) ability to listen to feedback on the limitations of the firm and entrepreneur, and 5) perseverance and persistence when times get tough2.

Even the most passionate and tenacious entrepreneur needs to effectively manage Execution Intelligence (EI). In Entreprenuership, Execution Intelligence is defined as “the ability to fashion a solid idea into a viable business.” Components of EI include building a business model that satisfies a significant portion of the target market consumers’ needs; managing finances to ensure profitability, cash flow and long-term stability; inspiring and managing employees to represent the enterprise as if they owned it, sometimes called “intrapreneurship.” Entrepreneurs who lack some of these skills hire others who do have the required skill sets. In today’s business environment, effective teams are formed to blend strengths and weaknesses of individuals into a synergistic unit.

The final characteristic of a successful entrepreneur is focus on the target customers and the products sold to them. Target customers are those who are most likely to prefer your company versus your competitors. The products or services provided by your company are the solutions to the target customers’ needs, wants, and/or desires.

Successful enterprises are those who have accurately identified the needs of their target customers and provide a better solution than the competitors in terms of function, design, convenience, price, etc.

KEY SUCCESS FACTORS OF THE BUSINESS MODELSuccessful businesses recognize opportunities, find gaps in the marketplace, and

provide innovative solutions that deliver high value and enthusiasm to consumers. Opportunities evolve from observing trends in the marketplace. For example, the following are some current trends:

• Aging of the Baby Boom generation (wealthiest retiree generation)• Large population of Millennial generation with unique consumer behavior

characteristics• Increasing interest in and use of social media• Increase of smart mobile devices; shift to mobile communications• Increasing focus on health and wellness• Emphasis on alternative forms of energy• Emphasis on Corporate Social Responsibility (i.e. giving back to the community)

How might your enterprise respond to these changes? Every change adopted by consumers in the marketplace offers an opportunity to take advantage of with new and improved solutions.

KEY SUCCESS FACTORS OF THE INDUSTRY ENVIRONMENTOf course, there are external forces affecting all enterprises. These forces can be

summarized with the acronym S.P.E.C.T.L.E. (Social, Political, Economic, Competitive, Technological, Legal, and Environmental). Specifically, the focus in this section is on the Competitive force. The key question to be asked is, “Are you in a ‘blue ocean’ (favorable competitive conditions to your company) or a ‘red ocean’ (unfavorable competitive conditions)?” You could have the traits of a successful entrepreneur and deploy a great business model that attracts profitable customers in great numbers, and yet be in an industry that is difficult to achieve success.

In his book, Competitive strategy: Techniques for analyzing industries and competitors, Michael E. Porter described five competitive forces that can determine the degree of difficulty in obtaining success within an industry: 1) Threat of Substitutes (products/services), 2) Threat of New Entrants, 3) Rivalry among Existing Firms, 4) Bargaining Power of Suppliers, and 5) Bargaining Power of Buyers. The common thread in these five forces is the higher the value of each force, the more competitive your industry (“red ocean” conditions). A “blue ocean” scenario would be one where consumers are unlikely to seek substitute products/services, the threat of new competitors is low, rivalry among current competitors is acceptable and your enterprise has buying power over your suppliers and your customers. If you are in a “red ocean” environment, one strategy might be to move to another location/region where “blue ocean” conditions exist

Success is difficult to achieve under any circumstances, but these characteristics offer insights into how you can improve the success rate for your business. There may not be a perfect recipe for success, but as with every good meal, it begins with combining the right ingredients.

Dr. Brunson is on the faculty of the Liberty University School of Business and teaches marketing courses in the undergraduate and graduate programs. Brunson retired from GTE/Verizon in 2003 as Marketing Manager for major business accounts in the Southeast.

THE RECIPE FOR SUCCESSSTARTS WITH KEY FACTORS

B Y D R . K E N D R I C K W. B R U N S O N

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MARKETING

FULLY FLOORED: PIEDMONT FLOORS

COVERS IT ALLB Y M E G A N L . H O U S E

Offering unique style, quality services, and total customer satisfaction are top goals at Piedmont Floors. Striving to provide customers with a positive flooring experience, Charles Snider, president and

owner of Piedmont, says their showroom on Enterprise Drive in Forest is arranged by color and product to simplify the selection process, creating a customer-friendly atmosphere. Although carpet is their most common installation, Snider says they carry such a wide variety of decorative flooring options that is makes Piedmont “a total flooring supplier.”

Piedmont Floors offers hardwood, carpet, vinyl, ceramic tile, marble floors, custom showers and bathrooms, as well as exclusive products like designer area rugs, exotic hardwood, and custom-made rugs.

“We do a lot of pre-finished hardwood flooring, and we do a lot of ceramic, porcelain, and stone work,” Snider said. In October 2015, the company launched a new branch and refinishing hardwood floors was added to their list of services. Prior to this launch, though they had installed many pre-finished hardwood floors prior, they referred refinishing new hardwood floors to other companies. Now, they have the capability to offer refinishing services for new hardwood floors in-house.

“That’s kind of unique,” Snider said. “There isn’t another floor covering store that I am aware of that offers sand and finish.”

Piedmont Floors also offers free estimates and encourages potential customers to visit the store and see what they have to offer.

“We do a fair amount of new construction work with some really great builders in town, and we have a tremendous walk-in traffic business from the Mr. and Mrs. Smiths of the world that want to remodel their homes,” Snider said.

Small companies, individuals, and commercial spaces also comprise a large part of Piedmont’s business.

“We do what I call ‘Main Street’ commercial … the shops that you would find on Main Street—the hair salons, the dentist offices, items like that,” Snider said. Two of the local businesses they have serviced are Waterstone Pizza and Shoemakers American Grille in downtown Lynchburg.

The installation process is typically very simple and relatively quick, Snider says. To carpet an average four-bedroom home, it usually does not take longer than a day, and a hardwood refinish job averages about four days.

“Once the consumer selects a product and that product is received, it’s very quick to get the job done,” Snider said.

Piedmont Floors has their Class A Contractors license, which Snider says sets them apart from other typical flooring businesses.

“A lot of other floor covering stores don’t have A’s,” Snider said. “We also hold our BLB certificate, which is for building. We could technically build homes and businesses if we wanted to.”

The original company, Piedmont Floor Designs, began in 2003, and Snider purchased the business in 2007. In 2008, he shortened the name to Piedmont Floors.

“I wanted people to know that there was a change,” Snider said. “But it’s still the same business.”

Another change Snider ushered in was an entirely new line of modern products.

“We brought in a lot of specialty tile and stone accessories,” Snider said. “Women put on jewelry, right? I brought in the jewelry for floor covering, for ceramic tile, and stone.” He also introduced many types of decorative tiles for accenting and high-end, high-quality carpeting.

“To people in this town, it was really a specialty thing,” Snider said. At the time, most stores in the area were not offering specialty items, which gave Piedmont Floors a perfect opportunity to move away from traditional “cookie-cutter” flooring and expose the community to a whole new look.

BUSINESS O V E R

T E N Y E A R S

LynchburgBusinessMag.com FEBRUARY/MARCH 201646 LynchburgBusinessMag.com46

BUSINESS PROFILE

 

 

 

Call us today for a free competitive quote! With over 20 years of commercial experience, there’s nothing we can’t do! –Brad Greer, Owner

 

“I really wanted to bring some different things to the table,” Snider said. The new styles were so well received that many of Piedmont’s competitors are now also selling decorative and specialty flooring, but Snider said it has created healthy competition.

“We’ve had great success with what I call your ‘fashion-forward niche’ products,” Snider said. With many carpet stores going out of business in recent years, Snider is thankful to be running a thriving business.

“We’re very fortunate to still be in business and have the success rate that we have,” Snider said.

Piedmont Floors gives back to the community out of that success by donating to local charitable organizations.

“We donate to Habitat for Humanity. …We’ve provided floor covering for the battered women’s shelter,” Snider said. “Most of my advertising dollars are typically spent sponsoring youth sports.”

In addition to the priority placed on community and customer care, Snider says the service and installation warranties that Piedmont Floors offer to customers also sets them apart. For example, Virginia law requires a one-year warranty on shower systems but Piedmont Floors offers a 10-year warranty. They also offer a flooring maintenance program and a 60-day satisfaction guarantee.

Currently the company has 12 employees and seven independent contractors. The business is thriving and growing steadily, Snider says, partially due to the large need for housing and a solid economy in the Lynchburg area.

“Lynchburg’s dynamic, with the colleges and universities, I think is a little more sheltered from conventional economy lows,” he said. “We didn’t get hit as bad as some of the other areas.”

Although they have seen steady double digit growth, Snider expects even more growth to take place in 2016.

“With adding refinishing of hardwoods to our business offering, I would expect my growth next year would be even more,” Snider said.

AT A GLANCEFounded: 2003, relaunched under new ownership and new name in 2008

Location: 2011 Enterprise Drive, Forest

Employees: 12 employees, 7 independent contractors

Signs of Growth: Expanding products and services

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BUSINESS PROFILE

Appraisers love to think of real estate in terms of Highest and Best Use, which is defined in The Appraisal of Real Estate, 14th Edition as “the reasonably probable use of property that results

in the highest value.” Determining a Highest and Best use for a property is an essential and required step in the appraiser’s process of estimating market value. At its most basic level, highest and best use analysis is simply a formalized and orderly process for thinking about what a property could be, might be, should be, or will be now or in the future. To get from the extremely lengthy list of possible uses for a vacant piece of land (single family house, restaurant, high-rise office building, fertilizer plant, cathedral, amusement park, airport, etc.) to the Highest and Best Use for a property, the appraiser uses the following four questions:

1. Is the use legally permissible? Think zoning regulations, building codes, easements, covenants, and/or deed restrictions on the land. While you might think that you’ve got a perfect site for a gas station on a high-traffic corner, if zoning does not allow that use, it does not meet the legally permissible test. However, owners often challenge this through rezoning and special use permit requests to allow for their proposed use. Many large acreage tracts go from farmland and forest to high-density subdivisions by this path. The cost and likelihood of rezoning will vary greatly depending on the specific property, the proposed use, and the locality.

2. Is the use physically possible? Think topography, site size, and shape. A typical fast food restaurant would need about one acre to accommodate the building footprint, parking, and meet zoning requirements. Most end-users have specific site requirements that detail their ideal site size and dimensions, access (some users demand stoplights, while others can live with

a right turn-in/right turn-out), proximity to their existing locations as well as competitors, and many other factors that can and do evolve over time.

A big story in commercial real estate right now is the potential impact of newly implemented state storm water regulations on site development and construction costs, which, in turn, could impact site selection and project feasibility. Definitive answers to the “What is physically possible?” question would typically come from land surveying, site planning, and civil engineering companies, such as Berkley Howell, Perkins & Orrison, WW Associates, Wiley|Wilson, and Hurt & Proffitt.

3. Is the use financially feasible? To make the short list for Highest and Best Use, a potential use has to make financial sense. Users study market demand, demographics, competitive properties, and other factors to estimate whether a project will be feasible. For example, you may have a great site for a light warehouse in an industrial park, but if there is high vacancy and an oversupply of warehouse properties in your market, construction of the proposed structure is likely not financially feasible at the current time.

These three knockout rounds should get the list of possible uses to a much more manageable level. The final question is:

4. Of the uses that meet those three tests, which use is maximally productive or results in the highest value? In a simplified example, if a triplex and office building both meet all three tests, but land prices for triplex development indicate a price of $100,000 per acre while office dirt is going for $250,000 per acre, then office use would be maximally productive and the highest and best use of the land.

A Highest and Best Use discussion is not just for vacant land as appraisers use the same process when considering improved properties as well. The Highest and Best Use conclusion for an improved property might be for the existing improvements to remain exactly as currently built, to be altered or renovated, or even to be demolished to create a vacant site.

Let’s say you inherited a 1950s vintage brick rancher on a 1-acre site with a commercial zoning and 200 feet of frontage on Wards Road sandwiched between two fast food restaurants. You would intuitively know that the current use, as a single family residence, is not the highest and best use of the site and that eventually this house will be torn down. In fact, you’ve been approached by a local commercial real estate broker with a purchase offer from a national retailer. While the owner would probably look at this site as a winning lottery ticket to be cashed in at the right time, the appraiser would take this information to mean that they should compare this property to sales of commercial development sites rather than sales of similar single family houses that do not have a commercial zoning or favorable location. The last question left for the owner would be, “Do you sell now and take the money or keep waiting for a few years to see if the price goes even higher?”

This leads us to the final consideration of Highest and Best Use: Timing. You may believe that a certain corridor is “going commercial” (think 221 in Forest), but you might also think your property is not quite there yet and choose to hold tight. Immediate development or redevelopment is not always the highest and best use. If improved, the highest and best use may be to continue with the current interim use. If vacant, it is perfectly legitimate to conclude that the highest and best use for that vacant site is, in fact, to hold for future development or “wait for the market to catch up.”

Just as the buy-sell decisions can be agonizing for the owners and users involved, Highest and Best Use is not often quite so obvious and typically the principal challenge of an appraisal assignment. While the Highest and Best Use conclusion, even the value itself, are ultimately just the appraiser’s opinion, hopefully this opinion is informed and well-supported by market evidence. If so, the Highest and Best Use analysis can be an extremely useful tool for guiding the appraiser’s valuation and improving the thinking of all market participants.

THE APPRAISER’S FAVORITE TOOL:

HIGHEST & BEST USE

B Y W I L L I A M A . H A N S E N , I V, M A I

Billy Hansen, MAI serves the Lynchburg area as the principal commercial real estate appraiser of Hansen Realty Advisors, LLC

and as an agent with Cushman & Wakefield | Thalhimer. To discuss more, email him at hansenrealtyadvisors@gmail.com.

LynchburgBusinessMag.com FEBRUARY/MARCH 201648 LynchburgBusinessMag.com48

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