Innovation and Sustainability: Palm Beach County entrepreneurs endeavor to preserve the world

Innovation and Sustainability: Palm Beach County entrepreneurs endeavor to preserve the world

By: Felipe Rivas

5 min read August 2020 — The coronavirus pandemic put a spotlight on the importance of health, wellness, the essentiality of work, and the innovation that is possible in the midst of a constantly changing landscape. The global pandemic also shed light on the need for businesses and companies to ramp up their sustainability efforts, reduce their carbon footprints, support green initiatives and leave the world a better, cleaner place for future generations. In Palm Beach County, from the air to the ocean, local entrepreneurs are working hard to innovate in an effort to preserve the health of the planet in South Florida and beyond. 

For the past two years, local Palm Beach County resident and entrepreneur Tim Sperry has toiled to transform the ubiquity of paint into an air purifying instrument. His company, Smog Armor, is a solutions provider keenly focused on ending air pollution. With its slogan, “We innovate, you improve,” Smog Armor is committed to helping business owners and residents improve the air quality around them in an effort to eradicate air pollution. 

More than an eco-friendly paint, Smog Armor produces a water-based paint that is nontoxic, free of volatile organic compounds (VOCs), and infused with enhanced zeolite minerals for maximum absorption of air pollutants. Sperry’s patented process is optimal for reducing air pollution for up to five years depending on the condition of the environment it is painted in. Multiple independent testing has shown Smog Armor paint to reduce 95.1% of indoor air pollution in one hour, while its Green Wise certification ensures it has zero VOCs. 

With a background in real estate and business, and a consuming passion for entrepreneurship and preservation of nature and environment, Sperry transitioned from a life as a restauranteur to a biotech entrepreneur. “I needed to come up with something that I was passionate about, fulfilled by. With my love for nature, I wanted to find a way to help nature and do something that I really enjoyed doing,” Sperry told Invest: Palm Beach. As someone with a sensitive respiratory system, he knew helping reduce air pollution would be the main path in his journey to innovation and preserving the environment. 

His journey began by attempting to reduce vehicle carbon emissions because at that time “that’s what I saw,” he said. He spent months on end researching the dense, esoteric, chemistry-related literature revolving around air pollution and efforts to reduce it. “I essentially became a self-taught chemist,” he said. “I had two computers open. One with the research, and another to decipher those readings.” Time and time again he read about zeolite, a negatively charged mineral that is extremely effective at trapping carbon emissions and airborne pollutants. He designed a series of exhaust tips infused with zeolite aimed at directly reducing CO₂ emissions from cars, conducting and measuring air quality with and without the specialty exhaust tip. His exhaust tips proved to reduce car emissions by as much as 80 to 90 percent, he said. But after driving around for a while with the specialty exhaust tip, he realized that the system was impractical for the average consumer because the tips would constantly fall off and would become saturated after a few months of use. After going back to the drawing board, his light bulb moment came when he considered replicating this process with paint rather than the exhaust tips.

“At that point, I had to try something new,” he said. “Everyone uses paint, so I am not teaching people new habits.” After months of researching the proper paint manufacturers, honing the formula and testing the air purification efficacy of the paint, Smog Armor was ready to cover the walls of commercial and residential buildings and beyond. Local hotels have already used Smog Armor paint to improve consumer confidence in the coronavirus landscape, Sperry said. On the community outreach end of the spectrum, the company has tapped into the power of the arts, collaborating with nonprofit organizations to create impactful murals that purify the air of their local surroundings. To put it in perspective, three gallons of Smog Armor paint will remove as much CO₂ as one adult tree does in an entire year, Sperry said. For Sperry, giving back to the community via the art installations, for example, while advocating for a more sustainable future is the ultimate goal. “We have seen a spike in what we are doing because of all that is going on. We’ve got some amazing collaborations, working with amazing artists and companies, that are interested in showing that they are improving customer experience while building customer confidence and showing that they care about the environment in a public way,” he said. 

Similar to Sperry, two Florida Atlantic University alumni and entrepreneurs are on a mission to end plastic pollution in the ocean. Docked at Florida Atlantic University’s Research Park, 4ocean is a public benefit corporation founded by Andrew Cooper and Alex Schulze. 4ocean’s mission is to end the ocean plastic pollution crisis through global cleanup operations and a variety of methods that help stop plastic pollution at its source. In March, the company relocated it’s corporate headquarters to FAU’s Research Park. 

Through it’s “One Pound, One Promise,” 4oceans supports its efforts from the sale of bracelets, apparel and other products made from recycling recovered materials. Each product purchased removes one pound of trash from oceans and coastlines. To date, the company has recovered more than 10 million pounds of ocean plastic and trash, according to the company’s tracker, found on its website.

“Partnerships like this are extremely important in advancing our mission to end the ocean plastic crisis,” said Director of Operations Desmond Reese in a press release related to its move to FAU. The Research Park at FAU was the ideal location for future growth and innovation because it offers an opportunity to collaborate with FAU’s faculty and students on research and development, Reese said. 

FAU’s College of Engineering & Computer Science will work with 4ocean on several projects, such as developing enhanced methodologies to track ocean cleanup volumes in real time, diving deeper to understand the impact of cleaning waste from specific coastal and river outflow locations, developing additional cleanup operation tools and increasing its efficiency at interruption, capture and prevention of ocean inflow waste in remote regions while also developing datasets and tracking models.

“The arrival of 4ocean is very exciting,” Research Park President Andrew Duffell said in a press release. “It offers real-world research opportunities for both the faculty and students at FAU who can see how two of their fellow alumni are making a positive impact on our environment through entrepreneurship.”

For more information, visit:

https://www.smogarmor.com/breathe-cb

https://www.4ocean.com/

Charlotte provides relief now while thinking about the future

Charlotte provides relief now while thinking about the future

By: Felipe Rivas

2 min read August  2020 From a census count, to civil unrest, to the health and economic fallout from the COVID-19 pandemic, 2020 has proved to be a pivotal year for the nation. And though uncertainty has remained constant throughout the year so far, the Queen City’s infrastructure investments, diverse business climate and access to talent continue to draw interest from companies and new residents. As the pandemic continues to change the way Charlotteans live, work and play, however, city leaders are juggling the precarious task of providing relief for residents now, while contemplating the future development and growth expected in the Queen City. 

 

From workforce development efforts to small business relief, state, municipal and banking leaders are working to mitigate the pandemic’s immediate economic impact. In August, in an effort to continue to help embattled renters and homeowners, the Charlotte City Council approved an additional $8 million of federal stimulus funding to expand the existing Rental and Mortgage Assistance Program (RAMP CLT). Since April, more than 1,500 households have received $1.4 million in mortgage, rent, hotel and utilities relief and upfront housing assistance due to COVID-19, the city reported. Individuals earning 80% or below the average median income who face COVID-19 hardships and cannot make housing payments may apply for rent or mortgage assistance.

Though the pandemic-infused economic contraction has hit the Charlotte metro area, the region continues to be a favorable destination for new residents. The Charlotte metro continued to be a major draw for new residents coming from the East Coast and as far as California, global property investment giant Jones Lang LaSalle reported in August. “New residents have been drawn by a robust job market, lower cost of living and more pleasant climate,” JLL wrote in its “Tracking population migration in Charlotte” snapshot report. “Year over year migration from the Miami-Fort Lauderdale metro increased by 450%,” while “in-migration from California has increased by 500% year over year as the California diaspora moves further east,” JLL found. 

Charlotte’s appeal to new residents, business owners and companies will likely drive commercial and residential development demand as the region moves past the pandemic. In an effort to maximize the value of development projects expected to come to the city, Charlotte city leaders are considering implementing impact fees on property developers to cover public services for new developments, including any new infrastructure needed. These fees can also help create public green space, support schools and parks, as well as fund public transportation projects. 

Leading the effort on the impact fees proposal is Taiwo Jaiyeoba, assistant city manager and director of Planning, Design and Development, who is expected to present a proposal to the city manager in the coming months, as reported by the Charlotte Observer. Impact fees are vehemently opposed by developers who say the fees can potentially stifle development projects. Additionally, to move forward with impact fees, the city will have to receive permission from the state legislature, which has traditionally opposed the measure. 

During these uncertain times, sound insights and collaboration between the public and private sectors will be pivotal in ensuring financial recovery for both businesses and residents. To learn more about the future of development in Charlotte, register now for the Invest:Charlotte 2020 Virtual Launch Conference. The conference takes place on Sept. 10 at 11:30 a.m. The virtual conference will feature two robust panels, including “The future of development in the Charlotte region,” moderated by Taiwo Jaiyeoba, assistant city manager and director of Planning, Design and Development, and featuring Zach Pannier, business unit leader, DPR Construction; Marcie Williams, president, RKW Residential; Clay Grubb, CEO, Grubb Properties; and Lawrence Shaw, managing partner, Colliers International.

 

To learn more, visit:

https://www.us.jll.com/en/views/snapshots/charlotte-snapshot-8-3-2020

https://events.r20.constantcontact.com/register/eventReg?oeidk=a07eh85c9d965e383fa&oseq=&c=&ch=

 

Georgia’s business reputation stays strong in midst of pandemic

Georgia’s business reputation stays strong in midst of pandemic

By: Felipe Rivas

2 min read July 2020 — The Peach State’s methodical investments in economic development, workforce training, support for small businesses, and overall pro-business environment continue to pay dividends for the region, even in the midst of a global pandemic.

 

Georgia was once again celebrated as a leader in economic development in June by Area Development Magazine, which awarded the state its 12th Silver Shovel Award. This distinction, Georgia’s 11th consecutive award, celebrates the region’s excellence in economic activity, job creation and investment attraction. Besides this latest recognition, the region also saw significant technology-based business expansion in June, while its film industry readies to meet pent-up studio demand, which is set to employ some 40,000 people — a significant boon to the local economy afflicted by coronavirus-related challenges. 

“It’s an honor to accept this award on behalf of all of the hardworking Georgians who consistently create opportunities in their communities,” Gov. Brian Kemp said of the 12th Silver Shovel Award, according to a press release. “For 11 years in a row, Georgia has earned this recognition thanks to our pro-business environment, unmatched workforce, world-renowned logistics, and long-standing commitment to attracting jobs to every corner of the state. I want to thank our state’s economic development team and our local partners for their tireless work to promote prosperity throughout the Peach State.”

While compounded economic activity prior to the coronavirus slowdown may have significantly maintained the state’s pro-business reputation, recent June business expansion announcements continue to highlight the strong economic fundamentals found in the Peach State. 

Three technology-based companies announced investments and job creation plans in different Georgia communities. Milletech Systems Inc., SK Innovation, and Perspecta, companies that span the gamut of technology services from software solutions to advanced manufacturing to cybersecurity, are set to bring more than 1,200 jobs to the region while providing millions of dollars in investments. These announcements are testaments to Georgia’s “top-notch college and university system and training programs,” Kemp said. “I am confident that Milletech will be pleased with their decision to expand and invest in Georgia along with the skilled talent we have right here in the Peach State.” Kemp had similar sentiments when speaking of the other recent technology company expansions.

To go along with editorial recognition and recent business expansions, the Peach State’s film sector officially opened for business following months-long coronavirus-related shutdowns. Major motion picture, television, and streaming companies are gearing up to hire approximately 40,000 production workers, the governor’s office announced in June. The announcement follows revised safety protocols provided by the Georgia Film Office, which complements further safety guidelines published by the Industry-Wide Labor-Management Safety Committee Task Force, aimed at ensuring a safe workplace environment and reducing the spread of the virus. 

An expected 75 productions are set to resume filming. They are projected to inject over $2 billion into the Georgia economy during the next 18 months, helping more than 17,000 small businesses in the process. “The entertainment production industry is coming back and ready to jumpstart the Georgia economy by creating jobs and generating greatly needed investment and spending in communities across the Peach State,” said Gov. Kemp, according to a press release.

“Georgia is open for business, and we look forward to an even stronger relationship with the film industry moving forward,” said Georgia Department of Economic Development Commissioner Pat Wilson. In 2019, 391 film and television productions filmed in Georgia, supported by 3,040 motion picture and television industry businesses. “Thanks to the historic best practices guide, Georgia is able to safely send the tens of thousands of film and TV industry employees back to work and restart production. The economic impact of film touches local communities and small businesses across Georgia. We look forward to resuming the hundreds of productions across the state and to keeping Georgia as the nation’s film and TV capital,” Wilson said.

To learn more, visit: https://gov.georgia.gov

 

 

Real estate development is booming in Fort Lauderdale

Real estate development is booming in Fort Lauderdale

By: Beatrice Silva 

2 min read –  Real estate development in Fort Lauderdale is getting a jolt of confidence despite the lingering impact of COVID-19. On March 24, a majority of businesses were forced to shut down after Gov. Ron DeSantis announced a statewide shelter-in-place order. However, construction companies, hospitals, grocery stores, gas stations and other essential businesses were allowed to carry on with work as usual.

 

Florida is just one of several states that allowed construction to continue despite nationwide shutdowns. Similar to many other regions in the area, development is a vital part of Fort Lauderdale’s economy. The construction industry is projected to have the largest industry increase in employment from 2014 to 2024, according to the U.S. Bureau of Labor Statistics. 

A strong signal of the confidence in the market is a recent move by Oko Group, an international real estate development firm founded by Vladislav Doronin. It is the first company to close a large deal since the beginning of COVID-19. The firm recently purchased 6.68 acres of land east of the county courthouse in Downtown Fort Lauderdale for $62.59 million. “Oko Group is excited to expand its portfolio of South Florida real estate with the acquisition of a mixed-use development site in the heart of Fort Lauderdale’s urban core,” the developer said in a statement reported by South Florida Business Journal. “The Oko Group team, led by Doronin, now looks forward to working with the city of Fort Lauderdale to finalize plans for an exceptional development that will help to further transform the Downtown district while adding significant amenities for nearby residents and businesses.”

The majority of developments in the pipeline for Fort Lauderdale will most likely be residential. Retail and office real estate have proven themselves to be the weakest sectors in the market during the pandemic. “Prior to COVID-19, South Florida’s real estate sector was very strong, propelled by the demand and low interest rates. I think the commercial office market may see a bit of a correction. So many people are working from home and I imagine that most of them are going to continue to do that the rest of the year. I think business owners are getting more comfortable allowing their employees to work remotely. So far, the industrial and residential markets have proven themselves to be the strongest sectors in the real estate industry during the pandemic. I don’t think we’ll see any correction there. Currently, at Touchstone Webb Realty Company, we are watching retail and commercial as we move forward. We think it is going to take a good year before we see this sector begin to correct. We are still purchasing industrial and flex spaces for our clients,” Susan Thomas, president of Touchstone Webb Realty Company, told Invest: Palm Beach.

As Thomas mentioned, CDC regulations like social distancing have compelled more people to want to work from home. As a result, business owners could require less office space. Fairfield Cypress Creek is just one example of this trend. The new mixed-use project is currently underway between 6500 and 6520 N. Andrews Ave. The land which was originally occupied by office buildings will now hold 295 residential units, shops and restaurants. A new downtown could be another exciting project on the horizon for Broward County. Broward is recruiting a large company to relocate to the 140 acres next to the Everglades in Sunrise. “It’s one of the last few pieces you could make a statement. We really want to market this site internationally, not just nationally,” County Manager Bertha told the Sun Sentinel. 

 

 

Charlotte: Toe to Toe with Coronavirus

Charlotte: Toe to Toe with Coronavirus

By: Felipe Rivas

4 min read June 2020—The tenacity of the coronavirus has challenged, and at times highlighted, the economic strength of cities across the nation. While the pandemic has severely bruised the Queen City’s economy, the city’s dexterity and sound fundamentals are helping to soften the blow as Charlotte recoups and prepares for an uncertain future. 

 

Marked by serious losses and promising victories, June has been a roller coaster of economic activity for the Charlotte Metro Region. Unexpectedly, the city’s hospitality sector, an already embattled segment of the economy, suffered a further blow when President Donald Trump and Republican leaders swiftly yanked the Republican National Convention (RNC) out of Charlotte after coronavirus-related concerns prevented North Carolina leaders from guaranteeing a fully operational Spectrum Center, hotels and other amenities. But as Charlotte reeled from this sudden blow, the region jabbed back at the coronavirus-related adversity with positive job expansion and promising rezoning announcements slated to be catalysts for growth in the near future. 

Two years of RNC preparations vanished as RNC leaders decided to move more than half of the August festivities to Jacksonville, Florida. Since winning the bid to host the 2020 RNC in 2018, the host committee and Charlotte’s hospitality and business leaders have toiled to ensure a smooth and enjoyable experience for the thousands of delegates, journalists, and visitors expected for the event. However, as government and business leaders entered 2020 confident about the state of the economy, the contingency plans unsurprisingly failed to factor in a global pandemic and the subsequent reduction in major events and large gatherings of people. 

In late May, in a letter to Gov. Roy Cooper, RNC leaders demanded that Charlotte, which remains in a state of emergency, guarantee a “full convention,” and “full hotels and restaurants, and bars at full capacity,” according to a response letter published by the governor’s office. Citing uncertainty and the state of the coronavirus come August, Gov. Cooper said planning for a scaled-down convention with fewer people, social distancing and face coverings is a necessity. “As much as we want the conditions surrounding COVID-19 to be favorable enough for you to hold the Convention you describe in late August, it is very unlikely,” Gov. Cooper wrote to the RNC leaders. “Neither public health officials nor I will risk the health and safety of North Carolinians by providing the guarantee you seek.” 

This lack of guarantee prompted RNC leaders and President Trump to move three of the four convention days to Jacksonville, according to different news sources. Charlotte will host the first day of the convention, with the traditional speeches and fanfare occurring in Jacksonville. The convention is scheduled to run Aug. 24-27.  

“We wanted to host the RNC because we hosted the Democratic National Convention in 2012 and so we want to prove to the world that we are capable of delivering high-quality events,” Charlotte Mayor Vi Lyles told Invest: Charlotte in the spring, before the RNC decision. She further explained the advantages for Charlotte: “It is a great branding opportunity for the city, as we expect up to 50,000 people, including many international journalists, to visit during the event. It will also provide a huge boost to our hospitality industry.” she said. The convention was expected to generate more than $150 million in revenue for the area’s restaurants, bars and hotels, the Charlotte Observer reported.  

As the hospitality and tourism sector begins to gather its composure after such a punch, Charlotte heavyweights aim to continue to strengthen the region’s foundation. Two significant redevelopments projects moved forward on Monday after receiving unanimous approval from city leaders. Rezonings were approved for the redevelopment of Atrium Health’s Midtown flagship campus and the former Eastland Mall property in east Charlotte, according to the Charlotte Business Journal. 

Atrium Health, the region’s largest employer, seeks to rezone close to 70 acres at the Carolina Medical Center to accommodate a live, work, and play environment, complete with a new bed tower, rehabilitation hospital, office space, affordable housing and more. In 2019, Atrium Health announced more than $1.5 billion investment in the Charlotte metropolitan area to help build new infrastructure, including new hospitals and medical facilities, President and CEO Gene Woods Told Invest:Charlotte in the spring. “This is about more than just adding brick and mortar. It’s about investing in this community because this is the place our friends, our neighbors and our loved ones call home, and we want to see it continue to thrive,” Woods said. “As the major healthcare system in the state of North Carolina, we know we can play a key role in helping our economy flourish as well.”

The Eastland rezoning includes close to 78 acres of mostly city-owned property, according to the Charlotte Business Journal. The site will be the future headquarters of the yet-to-be-named Charlotte Major League Soccer team, owned by business leader David Tepper. Similar to the Atrium Health project, Eastland will be the site of mixed-use development featuring residential units, office and retail space, and athletic fields. 

And while these projects are expected to pay dividends to the community in the future, the region scored significant economic development victories on Tuesday when Chime Solution and Ross Stores announced the addition of 250 and 700 jobs respectively to the region’s economy. 

Georgia-based Chime Solutions, a provider of customer contact services for several industries, will add jobs for licensed life and health insurance agents and will pay $16 an hour and include training and licensing,  WFAE reported Chime Solutions  opened an office in the University City area last fall. Leading off-price apparel and home fashion retail chain Ross Stores Inc. announced it will expand its distribution and warehousing operations in York County, according to the Charlotte Regional Business Alliance. The company’s $68 million investment is projected to create 700 new jobs over five years. 

To learn more, visit:

https://files.nc.gov/governor/documents/files/2020_06_02_RNC-Response-Letter.pdf

https://www.bizjournals.com/charlotte/news/2020/06/16/eastland-mall-atrium-health-rezoning.html

https://www.charlotteobserver.com/news/politics-government/rnc-2020/article243540772.html

https://charlotteregion.com/index.php?src=news&submenu=Relocation_Expansions&srctype=detail&category=Investor%20News&refno=8639&hurl=n

https://www.wfae.org/post/charlotte-says-chime-solutions-250-job-expansion-offers-economic-mobility#stream/0

 

Spotlight On: David Dymecki, Managing Director, Perkins and Will

Spotlight On: David Dymecki, Managing Director, Perkins and Will

By: Felipe Rivas

2 min read June 2020Architectural design studio Perkins and Will’s Atlanta office is keeping busy with work in the city’s many Opportunity Zones, and sees a growing tendency toward mixed-use facilities combining pre–COVID 19 entertainment and hospitality, retail, commercial and sports and recreation/fitness, Managing Director David Dymecki said in an interview with Focus: Atlanta. 

 

How would you describe your smart development approach to your products?

The way we approach development in the city and the region is through four major focus areas. A focus on the local context in each of our projects. Whether it’s Downtown, Westside or Buckhead, place and context is always at the forefront of our minds. A focus on people and experience: human-centered design with deliberate strategies and solutions focused on program, scale, and materials. A focus on living design: work that is inclusive, sustainable, resilient, regenerative, and addresses the well-being of the community. A focus on partnership: we are first and foremost partners with our clients and the cities in which we work; we are strategic thinkers, designers, and implementers. 

 

Focusing on these four areas has served us well before and during this COVID 19 environment, where our approach as always has been one of renewal and regeneration. This focus has served our clients, our communities, and our cities well. With a simplified language and visual communications tools, our approach makes these complex, interdependent issues easier to understand and implement.

 

Furthermore, our experience on a range of project types and design scales allows us to bring together diverse points of view to bring forth the appropriate big ideas, special details and long-range solutions. Our systems thinking has allowed us to be agile to address the design or the process that needs to change based on the impacts of the COVID-19 pandemic. 

 

Our work includes community-enhancing projects of adaptive re-use and mixed use, which incorporate residential, office, retail, hospitality, transportation and even learning, health, sports and recreation. We are still seeing growth in Atlanta in these community-focused projects. 

 

What is the studio’s approach to sports architecture?

We’ve been fortunate to grow a thriving national sports practice. My background has always been in sports architecture, focused primarily on the collegiate marketplace. We started the practice 10 years ago and have grown our sports and recreation practice nationally and internationally. We consistently rank among the Top10 sports/recreation/entertainment firms in the country.

 

Regionally, our Atlanta and Denver studios are working with the city of Savannah to design a new mixed-use entertainment venue. In addition to the arena, we’re working with city leadership to master plan Savannah’s Canal District, an exciting opportunity to re-vitalize an historic part of the city. Closer to Atlanta, we’ve recently completed a new wellness center for Piedmont Healthcare System. 

 

One trend we’re experiencing in the marketplace locally, regionally and nationally is the integration of healthcare, recreation, collegiate and professional sports, and well-being;  partnerships between healthcare, professional sports, colleges and universities, and cities. We see this as a growing market, a trend that will continue in the future.

 

What development advantages come from Opportunity Zones in the area?

 

Established in 2017, Opportunity Zones are a community and economic development tool that aim to drive long-term private investment into underserved communities throughout the country. The program works to encourage developers to invest in local business, real estate and development projects in exchange for a reduction in their tax obligations. Atlanta has more than 25 Opportunity Zones, many of them are in the south and western portions of the city. As strategists and designers, we’re active in a few of the zones across the city, helping our clients realize positive impacts for our local communities and developer clients. We’ve also created partnership opportunities for our university and developer clients to achieve multidimensional impacts that benefit both “town and gown.” These areas of the city are poised for investment, long-term growth, community engagement, and will be catalysts for change.

 

After the COVID-19 crisis is over, do you see changes to the way you do your work in terms of hygiene measures, social distancing and the like?

 

I believe we will learn a lot about flexibility, agility, working from home and work-life balance in the upcoming months. We are going to evaluate the needs related to workspace, learning environments, retail, hospitality, transportation, and public infrastructure and amenities. How people get to and from work, in and out of our urban centers or attend sporting events will change in the short term and long term. I believe we’ll see a renewed entrepreneurial spirit, and new business ventures as a result of social distancing and COVID-19. We’re excited about the future impact design and our profession will have on new ideas and initiatives. 

 

COVID-19 is not the first global pandemic, it’s the just the first of modern society. We’ve packed rapid transformational ideas into the past 10 weeks that in the past has taken 10 years. A few transformations rising are to the top of our business: flexibility and overlay planning. Large sporting venues and events have been addressing flexibility and overlay for years. When you design the overlay, you’re designing the venue for everyday use, but you’re also planning for the two to four weeks of overlay features and program to accommodate the media, a larger influx of fans, expanded retail and hospitality, and back of house service. You’re designing flexibility and agility for everyday, gameday, and special events. I believe we’ll see a similar approach to other buildings, such as learning environments, retail, cultural venues and commercial real estate.

 

I doubt we’ll redesign every building, it’s not feasible or affordable, nor entirely relevant to how people will use and occupy space in the long term. I think we are going to look at the overlay scenario. What we’re hearing from clients in several markets is to not over-correct based on the current health situation.

To learn more about our interviewee, visit: https://perkinswill.com/person/david-dymecki/

 

 

Spotlight On: Andrew Burnett, Senior Principal, Stantec

Spotlight On: Andrew Burnett, Senior Principal, Stantec

By: Max Crampton-Thomas

2 min read June 2020 —Global design and engineering firm Stantec likes to think beyond traditional traits to focus on building communities,  Senior Principal Andrew Burnett told Invest: Miami in an interview. The company goal is to deliver continuity while protecting diversity and creative thinking. Stantec calls it “cultural resilience.”

 

 

What recent Stantec landmarks in the Miami-Dade region would you like to share? 

Recent landmark projects in full swing include Wynwood Square, a 12-story mixed-use facility that includes apartments and retail space; the 30-story YotelPAD Miami condo and hotel project under construction; and a 43-story Luma tower in Miami’s Worldcenter. And there are a lot of new projects to be announced soon and currently coming on board. Each asset within our portfolio contributes to our growth in the creative services space, beyond architecture and interior design, but also engineering and resilience. We think beyond traditional physical traits and focus on how our vast team builds our communities and what we create so there is continuity in our lives and the spaces we inhabit and to ensure that we protect diversity and creative thinking. We call it cultural resilience. 

How has your emphasis on cultural resilience unlocked your success? 

From a business perspective, a model that focuses on a single person is inherently limited to that individual. Whereas a business with tremendous expertise and resources in multiple channels, like Stantec, focuses on collaboration and the bandwidth to achieve more. When we empower people and foster collaboration, we are able to affect more positive change, get more involved in opportunities and better affect our clients’ bottom line. 

How would you rate local industry efforts on environmental resilience? 

There is a significant level of agreement across the industry related to what we are facing and where we need to go. It is only a matter of how and there are varying perspectives to harness. Our government agencies, utilities, partners, clients, insurance agencies and lenders all commonly understand the need to mitigate prevalent risks and maintain our quality of life. There is power in the collective movement and I am optimistic about our future and path. 

What opportunities and innovations can we expect from the post-COVID-19 period? 

There is a shift of trust and working in a different way. It may pose opportunities to bring in industry experts who normally could not access a project in South Florida. Now, they can have an influence and we can tap into knowledge we may not have been able to tap into before. Companies can even attract a different type of workforce that we could not attract before by operating with new flexibility. Also, we take proximity for granted and do not always make the best use of our time because of it. When it is an amenity or a luxury, you make better use of it. 

What will 2020-21 look like for Stantec and Miami-Dade? 

We have been quite busy, which is a reflection of the busy private development market. Projects are moving forward and the entire development community is gearing up for when the play button is pressed. In 2009, during the H1N1 outbreak, we established a pandemic committee, granting us an effective way to respond quickly to the pandemic and set up a remote work setting. Fast forward to today: Our productivity levels have allowed us to meet established deadlines and keep projects moving forward, continuing business as usual. Our current outlook for 2021 does not project significant levels of interruption. We want to continue to support that in any way we can. 

To learn more, visit: 

https://www.stantec.com/en

 

 

Spotlight On: Tom Slagle, CEO, Rasmussen College

Spotlight On: Tom Slagle, CEO, Rasmussen College

By: Max Crampton Thomas

2 min read June 2020 —With a history spanning more than 119 years, Rasmussen College is well-positioned and experienced in adjusting to unforeseen circumstances like the current pandemic the world is working to eradicate. CEO Tom Slagle spoke to Invest: Orlando about the school’s advantage as a leader in online education for over 20 years. He also spoke about the school being welcomed by the community in Orlando as one of the newest entrants into the local higher education sector. 

 

How is Rasmussen College positioned in Florida?

Rasmussen has been around since 1900. Rasmussen College acquired Webster College with campuses in Holiday and Ocala, Florida, in 2004. These campuses were merged into the Rasmussen College system in 2007. Later, the college expanded into Fort Myers, Tampa and Orlando. Overall, we have campuses in six states and a national online team serving more than 17,000 students. Healthcare education is a strength for the college, particularly licensure-required fields such as nursing. We are the largest producer of ADN (first licensure) nurses in the country and also offer a bachelor’s (BSN) and master’s in nursing (MSN) and soon a doctoral (DNP). We pride ourselves on providing affordable degrees and a student support network with individualized services. Our primary target market is the adult learner seeking to advance or change their career, more so than the traditional high-school graduate. 

 

What role does the school play in the Orlando education sector?

We are excited about our new campus in Orlando. We believe we pinpointed some real gaps in the local education market. Our healthcare portfolio is a great fit, and our offerings in business, technology and social services are also in strong demand. The opportunity to provide affordable and relevant credentials that employers are seeking from graduates is where we excel. Our goal is always to be deeply engaged in the communities in which we live and work, this is why we believe in our local campus network. Our programs offer tremendous flexibility with many fully online, but they also provide the campus-based learning environments necessary for labs and simulations. We have been welcomed by the employer community in Orlando and have developed strong relationships with the local healthcare institutions, which support our graduating students with employment opportunities. We want Orlando to become one of our larger campuses in Florida over the next three to five years.

 

How has COVID-19 impacted the college?

We have been an online leader in education for almost 20 years, so we know how to educate students in an online environment. It is not always simple to incorporate the proper content, curriculum, experience and assessment criteria on a digital platform, but fortunately, we have a lot of experience in that field. As an example, all of our nursing simulation, which typically takes place on campus or at clinical sites, was moved to an online environment, allowing no disruption to our nursing students’ educational journey or graduation. Also, we have seen that individuals displaced by the current environment want to build on their knowledge and competencies to better prepare themselves for the current and future workforce. We made the decision to support our communities by providing our eRasmussen Professional Certificates portfolio (eRasmussen.com) at no cost. We’ve had nearly 9,000-course registrants for the professional certificates so far. We have also sought ways to support our communities by donating much of our PPE to local healthcare organizations to ensure their readiness during this pandemic.

 

Which industries are driving the strongest demand for educational programs in Orlando right now?

Healthcare is probably top of the list, but we are also seeing strength in areas like technology and other business-related programs. Many applicants are looking for short-term certification to improve their options once they rejoin the workforce. Our Early Childhood Education portfolio also continues to perform well. Our model allows us to serve a segment of the population that has traditionally been underserved by other institutions. We are tremendously optimistic about the breadth of opportunities in the Orlando market.

 

What does the future hold for Rasmussen College in Florida?

With the economy potentially moving into a short-term recession, education tends to be countercyclical. As individuals are out of work, they look for ways to position themselves in a competitive market with enhanced skills to get a better job. There are also many people looking to make career changes, and we can help with that and make our local communities stronger. Our enrollment rate has continued to grow, and we believe that demand for our programs will remain strong given the unique experience Rasmussen provides our students. 

 

To learn more about our interviewee, visit: 

https://www.rasmussen.edu/

 

Spotlight On: Rodger Levenson, Chairman, President & CEO, WSFS Bank

Spotlight On: Rodger Levenson, Chairman, President & CEO, WSFS Bank

By: Max Crampton Thomas

2 min read June 2020 — For 188 years, WSFS has served its community by staying true to its values and managing for the long term.  Ultimately, the true measure of the value of any company is how it responds during periods of adversity. WSFS Bank moved to a work from home and drive-through model during the COVID 19 pandemic to continue supporting its customers. It also involved itself deeply in federal aid programs, such as the PPP for small businesses, while looking forward to a reactivating economy, according to CEO Rodger Levenson in an interview with Invest:.

What have the last 12 months been like for WSFS in the Philadelphia region?

In March of 2019, we closed the acquisition of Beneficial Bank, which was a huge milestone for us. It marked our significant entry into the Philadelphia border region. This was followed by a well-done, award-winning marketing campaign that introduced the WSFS brand to the community in a thought-provoking way, sharing our nickname, which was really consistent with the way that Philadelphians view banks and where it is very hard to differentiate yourself.

 

We married all that with Beneficial and what they brought to the community. We waited until six months after the close to do the systems and branding conversion because we thought it was important to allow ourselves some time to get customers, associates and the community acclimated to our name and become familiar with us. We thought that because of the size of this market, there was value in taking some time.

 

At the same time, and as part of the Beneficial combination, part of the strategic rationale was to start in a significant way to really deal with the trend in banking over the last few years, which is this shift away from physical delivery channels like branches and more into digital channels – a trend that has been accelerated by the current environment. We used cost savings to invest heavily in our technology overhaul. Not that we had an offering that was lagging behind our competitors, but we saw the need to move faster than we had in the past.

 

What has been the bank’s strategy to adapt to the situation stemming from the COVID-19 pandemic?

The company has done well. We are serving our customers, we are supporting each other, we are supporting the community. Like everybody else, we’ve had some challenges through this environment, but I would tell you that we are managing through this very well. We are really pleased at how the company pivoted and adjusted how we do things.

 

I think this is a by-product or a combination of some good planning resulting from our business continuity plans. We clearly had not planned for an extended scenario or a pandemic, but we had plans in place, we had groups that had done offsite, remote workdays and things like that to be prepared. When we made the decision on March 16, to work from home, it was certainly an adjustment, but we weren’t starting from scratch.

 

On the retail office side, it was not a hard decision to go to drive-thru only. We saw that it was clear that we were dealing with a major health situation and the safety and well-being of our customers and associates; that was our No. 1 priority. We made the call and we went from 90 branches to 72, which were those that had drive-thru capabilities. After a few weeks of that, seeing our customers’ increased use of different channels like mobile, and to keep our associates safe, we adjusted even that footprint. We put together a different model in which our associates who were working at those locations, instead of working a five-day week, started working on four-day on, four-day off teams.

 

How involved is the bank in federal aid initiatives such as the Paycheck Protection Program (PPP)?

We were really pleased to be a participant in the PPP program from the Small Business Administration and serve our customers. When the dust settles from this program, we will have processed just about 5,000 loans and just a little bit under a billion dollars. 

 

At the end of the day, that’s almost a billion dollars that we put into the regional economy. If you look at the spreadsheets and the people who received those loans, many were $10,000 to $25,000. These were real people who were in need, who did not have the resources that other people had. Hopefully, a lot of it will be forgiven. We did that whole loan program with everybody working from home and more than 200 associates working seven days a week.

 

What role will the bank, and the sector in general, play in reactivating the economy?

I think the banking community is really doing everything possible to support our customers and get them through this really difficult stage to bridge them into what hopefully will be the opening up and recovery in the second half of the year.

 

As things move forward and we open up our ability to continue to support those customers with additional lending requests, among others, we are going to do everything we can to support them and the community. We moved $3 million into the WSFS Foundation, which supports nonprofits in the region, and we did that because so many of those nonprofits are struggling right now. I think that is the beauty of the community banking model.

 

To learn more about our interviewee, visit: 

https://www.wsfsbank.com/