All News - Florida SBDC at the University of Central Florida

American Backflow Testing, Inc.

Like many business owners, Gary Gamache, the president and CEO of American Backflow Testing, Inc., was looking for ways to grow his business. He understood that growth costs money and sought out the Florida SBDC at UCF (FSBDC) in Lake County for assistance in securing bank financing. His goal was to obtain a $50,000 line of credit to better manage the cash flow in his business and have funds to expand the business into additional business opportunities.

Gary first came to FSBDC in January 2013 when he attended the Business Plan Writing Made Easy class taught by Stan Austin, a certified business consultant at the FSBDC in Lake County. Shortly after the seminar, Stan started working with Gary to put together the business plan he would need to win approval of his bank loan application.

Through the summer Stan and Gary revised multiple iterations of his business plan. By early fall, Gary was ready for a final printing. The plan was printed for him in the FSBDC in Lake County’s office and bound with a comb binder. Gary then approached several banks seeking a line of credit for his business. Gary obtained a $50,000 line of credit with a bank in December 2013.

At the same time Gary was preparing his business plan, he began looking for new customers. One of the areas Gary has had business success is with local cities that need backflow testing done on a scheduled basis. Stan introduced Gary to Derek Hudson, a CBA and member of the FSBDC’s Government Contracting unit [formerly its Procurement Technical Assistance Center – (PTAC)]. Gary attended all the Government Contracting classes available to better understand the “ins and outs” of working with government entities. He immediately put to use what he had learned by winning business at another city by “piggy backing” on an already in place municipal contract he had with a city in the same area.

So it was that, once Gary had his credit line in hand, he was in a position to finance servicing new customers and better manage his cash flow. In Gary’s business, managing the payroll can put a strain on cash flow. He must pay his employees for the tests they perform immediately, even though there is a lag in time before Gary is paid by his clients. In addition, if Gary is to capitalize on the growth opportunities his national account clients are offering him, he needed operating capital to set up a larger support organization to manage the additional backflow testing calls. The additional workload also would require him to add personnel in the office to manage the necessary paperwork for billing the clients, paying the subcontractors and recording the information regarding the backflow tests with the correct water authorities in each local municipality.

With the credit line in place, Gary was able to grow his business with a few major accounts and with local municipalities. Gary has transitioned his personnel from using 3 subcontractors in 2013 to adding permanent employees in 2014. He now has two permanent office administrators and three employees conducting backflow tests. In May, he projects hiring one more field employee.

Two of his major accounts are now asking Gary to expand his testing operations to states other than Florida. In addition, now that he has a solid working model for managing major accounts, he is actively pursuing additional major accounts with multiple locations.

Over the past year, Gary and Stan have enjoyed building a professional and personal relationship. Gary counts on him and Derek Hudson personally to help him as he continues to grow his business. He is also relying on Stan to continue to direct him to other resources within Florida SBDC when need be. “The FSBDC in Lake County has been an invaluable resource to me and my business,’ says Gary. “They have mentored and coached me on how to better manage and grow my business. Companies in Lake County are making a mistake not to take advantage of their amazing, no-cost consulting, training and support.”

Architectural Aluminum Techniques

The Great Recession of the last decade took a severe toll on the construction industry in Florida. It forced many construction companies and those that supplied them out of business. It took courage and foresight, and a certain white-knuckle fearlessness, to weather the storm and come out whole on the other side. But for those that did survive, and were able to keep their core intact and maintain their reputation, there has been significant opportunity in recent years.

Architectural Aluminum Techniques (AAT) and its CEO and owner Sunil Tarneja weathered just such a storm and, with the help of his wife and CFO Sujata, key members of his management team and a group of CEOs brought together by the Florida SBDC at UCF in its CEO XChange program, he navigated the company through the Great Recession and on to a record year in 2013 when it recorded a 200% increase in revenues.

AAT is a sub-contractor to construction companies. It supplies architectural aluminum and steel engineered glazing systems that are often integral to the architectural style of an office building. They also often produce the materials that make up the unique architectural elements that make a building distinctive and memorable, such as the a 10,000 square foot outdoor balcony structure that juts from the Amway Center toward I-4 in Orlando, Florida, the Center’s 20,000 square foot glass entrance atrium facing Church Street or the modern glass and aluminum of the iconic UCF College of Medicine building. Architectural Aluminum Techniques had a hand in the construction of each of those remarkable buildings.

Founded in 1992 when Sunil and Sujata moved to Orlando from Toronto, Canada, AAT was built from a standing start, competitive bid by competitive bid. The company achieved break even in 1996 and enjoyed positive growth and profitability in the following years. They grew to be a multi-million dollar business with upward to 90 employees by 2009.

AAT was a success story indeed. Until the Great Recession hit, that is. Commercial construction tends to lag residential construction and when Sunil saw the dramatic decline in residential building activity in 2009, he knew there was trouble around the corner. Having felt the pain of the 1990 recession in Canada, he was prepared to do what was needed to save his company. In 2010 he slowly began downsizing the company, releasing good people because there was no work. 2011 was no better for AAT and the downsizing continued.

By 2012, Architectural Aluminum Techniques was down to its core team of 20 employees. For many of them, there was no work. Revenues had fallen precipitously to the point where they did not cover payroll. The times were dark and the future looked bleak. Fortunately, Sunil had learned from his experience during the Canadian recession, and had always run AAT very conservatively, making sure that it was financially strong with adequate cash on hand at all times. During 2012 he had to use some of those cash resources to make payroll. And he led an “all hands on deck” sales effort during the down times, having all of his employees calling clients and bidding on almost any deal they found.

It was during these difficult times in mid-2012 that Sunil brought his challenges to the Florida SBDC at UCF’s CEO XChange program. An executive roundtable program serving progressive chief executives and business owners, CEO XChange offers a confidential setting to discuss vital business issues, opportunities and trends with a group of peers and benefit from their experience and counsel. At the CEO XChange meeting, Sunil laid out his issues; he had battened down the hatches, cut overhead, downsized to his core employees but was still bleeding money. His inclination was to hold on for as long as was necessary, but he wanted to hear from his peers about what they thought. An intense discussion ensued. Hard questions were asked. Painful experiences were shared. In the end, the group’s consensus was that Sunil should follow his instincts and experience, hold onto his core people and ride out the storm.

Buoyed by this vote of confidence, Sunil determined to stay the course. He retained his core team and continued to have everyone in the company pursue sales opportunities. Several months later, the construction market turned the corner. The Presidential elections seemed to be a turning point, as suddenly money for construction projects began to pour into the market. Architectural Aluminum Techniques began to win bids. They found that their strong reputation for quality products, the industry’s familiarity with AAT and its people and its financial staying power combined to help the company win business, even though theirs was not always the low bid. As a result, while the company endured a loss for 2012, it experienced a dramatic increase in revenues for 2013 which has turned into one of the company’s best years yet.

While Sunil recognizes that there were many factors that got him and Architectural Aluminum Techniques through the Great Recession, he acknowledges his CEO XChange experience as having made an important contribution. “The CEO XChange was of great value to me when I needed it. The other executives shared their experiences – good and bad, provided clear-eyed analysis of the problem and offered honest feedback and suggestions. They didn’t tell me what I wanted to hear the way an employee might and didn’t bring their self-interest to the problem. My company and I benefited greatly from the input of the CEO XChange members,” Sunil said.

Coldwell Banker Camelot Realty

Florida residential real estate has been a tricky proposition since the end of the last decade’s great recession, and its reduced property values has affected all aspects of the industry, including depressing values in the real estate brokerage business. For some, however, the diminished values of brokerages and the uncertainty around the recovery of the Florida real estate market represented an opportunity if the pieces of an investment could be pulled together in time to take advantage of an unpredictable market and ambiguous future.

Karen and Ray Levy were just such people. Having been successful Real Estate Professionals in the Lake County Area for 7+ years, they knew the industry. And with a sales team of four individuals working as representatives of Coldwell Banker Camelot Realty in Mount Dora, Florida, they had an ear to the market that told them there were opportunities to be had in the future as a full service brokerage office.

By early spring 2013, Karen and Ray had decided to move on the opportunities they saw and visited the office of the Florida SBDC at UCF in Eustis, Florida (Lake County). Their goal was to acquire Coldwell Banker Camelot Realty by year end 2013. While they are both astute Real Estate professionals, they were in need of guidance on how to build a plan to acquire the brokerage business and its related commercial property. In addition they weren’t sure how to evaluate the selling price for the business. Finally, they knew they needed a robust Business Plan to convince potential investors to help them make their dream a reality.

Stan Austin, Area Manager for the FSBDC at UCF in Lake County, was uniquely suited to assist the Levy’s and welcomed the chance to work with them by providing them with the expert, no-cost consulting the FSBDC at UCF is known for. The FSBDC services like no-cost consulting, training seminars and data base research resources, are an integral part of the three Business Opportunity Centers (BOC’s) in Lake County, Florida. The Business Opportunity Centers offer incubation services along with the training and consulting services provided by the Florida SBDC at UCF team in Lake County

Being a Business Broker in a prior life, Stan helped the Levy’s re-cast the current owner’s financial information to estimate the value of the business portion of the transaction. In addition Stan recommended they obtain a certified commercial appraisal on the business property. That would give them the pieces of the puzzle necessary to begin negotiating a sales price that would be fair to all parties concerned.

In the meantime, Karen and Ray availed themselves of the training offered byFSBDC at UCF in Lake County. They attended the “Start-Up Basics” and “Business Plan Writing Made Easy” seminars to better acquaint themselves with the best practices of both. After the Business Plan class, Ray began working in earnest to put together their own business plan. After multiple iterations it was decided it would be necessary to recast the current owner’s financial information in light of the operational changes the Levy’s desired to make to the business (when they owned it). Stan worked with them to document the changes and reflect the savings in the Profit and Loss statements as if the changes had already been made. The savings were substantial.

During the summer of 2013, as work continued on the business plan, the Levy’s obtained the appraisal for the commercial property and began “floating trial balloons” with potential private investors and financial institutions. The intent was to test the feasibility of obtaining financing to purchase Coldwell Banker Camelot Realty.

As the year went on, Stan re-worked the financial information multiple times with the passing of each quarter. The good news is the real estate market in the area, as the Levys had foreseen, also began to rebound some as well. The financial picture and projections became more and more positive! As we approached the end of the year, it became easier to project the year-end financial picture, as well as project 2014.

Late in the summer, the Levy’s obtained a loan commitment from United Southern Bank to finance the commercial property. Around the same time, they were able to line up financing for the remaining amount needed to buy the business portion of the acquisition. The financing consisted of a private investor, seller financing and an equity position by the Levy’s.

On December 27, 2013, the Levy’s closed on the transaction and met their goal to acquire the business prior to January, 2014! They have already added five full employees and are well on their way to implementing the operational changes they stated in the business plan!

Ray Levy summarized his feeling by saying, “There are a lot of people out there that have good ideas, but they don’t have the expertise of business consultants,” said Ray Levy. “The FSBDC at UCF in Lake County and the BOC really moved the needle forward for us.”

Interventions Unlimited

It was December 2012 and Jing Zhou, founder and owner of Interventions Unlimited, was facing a challenge: what was the best strategy for expanding her business? She had made many right decisions in building her company up until this point but this was one decision that she wanted some help with. She turned to the Florida SBDC at UCF for assistance.

For over 20 years, Jing Zhou has been dedicated to making a positive impact on the lives of special needs children. In 2000, Interventions Unlimited was established to provide an exceptional education to children with autism spectrum disorder and other developmental disabilities. Driven by the philosophy that all children can learn with the right instructional approach, Interventions Unlimited teaches special needs children cognitive, social, academic, adaptive, communication and motor skills.

Starting as a part-time, home-based business, providing one-to-one behavioral therapy with only two therapists, Interventions Unlimited now has a team of approximately 70 behavior therapists, educators, paraprofessionals and administrative staff serving special needs children and their families. In 2007, Jing expanded Interventions Unlimited services to include a full-time school, now known as Alpine Academy, to provide an educational alternative to children with special needs. By teaching them adaptive skills and behaviors, these children are now able to achieve maximum potential in their homes, schools, and communities. The quality of life for the child and his/her entire family is very often greatly improved as a result of these services.

With an unwavering passion to expand services for special needs children and with the demand for these services on the rise, it was in December of 2012 that Ms. Zhou sought out the assistance of the Florida SBDC’s Growth Acceleration Services to assist her in planning for this strategic expansion. The FSBDC at UCF consultant, Jill McLaughlin, conducted an in-depth analysis of the business and identified key performance indicators to monitor operations and company finances. In addition, the Growth Acceleration consultant recommended strategies and tactics to achieve growth goals. Once the business analysis was completed and presented to Ms. Zhou, the FSBDC consultant worked with her to implement the report’s recommendations. In May of 2013, Interventions Unlimited was able to acquire the building next door, allowing it to double the capacity of the school and behavioral therapy services.

“I’m very appreciative of the consulting I received from the Growth Acceleration services at the Florida SBDC at UCF. My consultant, Jill McLaughlin, was attentive and thoroughly understood my business. She prepared a detailed financial analysis, providing great insights on the company and key performance indicators to successfully manage our growth. Her recommendations have given me the tools to plan more strategically. Since then, we have improved our operations and business management. We are now in a much better position for growth.”

In recognition for her business success and contributions to the community, the SBA named Jing Zhou the 2014 Woman-Owned Small Business Person of the Year award for the State of Florida.

The Florida SBDC’s no-cost Growth Acceleration services are available to companies throughout the state. To qualify for the services, the company must have growth as a goal, be in operation for at least three years, have annual revenues ranging from $500,000 to $10 million, and employ five or more workers. Florida SBDC Growth Acceleration consultants are available statewide to provide assistance to qualified emerging and growth business who are looking to advance. Specifically, the SBDC at UCF Growth Acceleration services consultants will provide high level consulting of 50 – 100 hours (fair market value of over $10,000) to help qualified SMEs develop sustainable growth strategies. For more information about the SBDC’s Growth Acceleration services, contact FSBDC at UCF Regional Director Eunice Choi at 407-420-4850 or echoi@ucf.edu.

Elipsis Engineering & Consulting Realizes Success With Assistance from FSBDC at UCF’s Advisory Board Council

Engineering Firm Achieves Rapid Growth While Staying True to Guiding Principles

In the beginning of 2009, with the economy in a severe downturn and many businesses failing, Sarah Blake took a risk and opened Elipsis Engineering & Consulting, LLC with no capital, two employees and $200,000 in revenue.

This risk has reaped many rewards as the firm recently celebrated its fifth year in operation and was named one of the 2014 fastest growing private companies in Central Florida by the Orlando Business Journal (OBJ).

A second significant milestone for the firm occurred in 2012 when Elipsis applied to participate in the FSBDC at UCF’s Advisory Board Council program. “We joined the Advisory Board Council because we were such a young company and didn’t have all the expertise we needed,” remarked Blake. She worked with Advisory Board Council Program Manager Jill Kaufman, who hand-picked a team of board members to address the company’s needs and accelerate their growth. Experts in marketing, human resources, business law, finance, accounting, strategic planning and government contracting comprised Elipsis’ board of advisors. According to Blake, “It’s an opportunity that you don’t typically have as a small business. It’s hard to get the professional advice that you need and that’s affordable. I would recommend the Advisory Board Council program because it is a great resource at no cost.”

The board acted as a catalyst that helped drive the firm’s rapid development and expansion. “My board always made themselves available to me,” explained Blake. “They have helped develop our business strategy and improve our hiring process, especially in a tighter labor market. With the financials they have helped me understand our profit margin and develop goals and metrics for strong financial growth. They have helped us establish a plan for our growth and resources.” In addition to the board’s input on the business, they also mentored Blake on her personal development. “The board has helped me develop as a business owner,” commented Blake. “My perspective has changed and I have realized what I need to be delegating. They have helped me to become a better leader.”

Blake says the top accomplishments of her company since her advisory board began in 2012 include: purchase of an office building which expanded their facility from 3,000 sq. ft. to 7,000 sq. ft.; doubling the size of their fleet of vehicles from 10 to 20; increased staff from 17 to 30 employees; and increased revenue by 82%. Moreover, the firm was awarded two 5 year $5 million continuing service contracts with the Florida Department of Transportation for materials testing and geotechnical services and construction engineering inspection support. In addition, Elipsis has worked on some of the region’s largest projects including Sunrail, Wekiva Parkway and I-4 Ultimate.

As she leads Elipsis, Blake is guided by a set of deeply-held core values which include “Significance”. “We strive to be Significant by giving back to our community and assisting organizations that are making a difference locally and internationally,” Blake explained. Although Blake and Elipsis have won numerous accolades including 2014 OBJ Fast 50; 2013 OBJ 40 Under 40; Orlando’s 2014 OBJ Top Engineering Firms; Orlando’s 2013 Largest Women-Owned Businesses; 2013 OBJ Women Who Mean Business; and 2014 OBJ Best Places to Work, one of the awards she is most proud of was being named among the 2013 Central Florida Top Philanthropic Companies. “Our focus hasn’t been on large profits,” explained Blake. “Our focus has been on having a good, stable work environment. What we have found is that we have been more blessed than we ever could have imagined. We are a company that our employees are proud to work for.”

Craig Caswell, Common Sense Office Furniture

A Common Sense Approach to Business Success

“Always use Common Sense.” That marketing slogan neatly sums up the philosophy Craig Caswell has used to guide his business. Caswell opened Common Sense Office Furniture in 1997 and that guiding principle has helped him to build his firm into one of the largest office furniture dealers in Central Florida. Based in Orlando, Common Sense Office Furniture offers design, sales, delivery and installation of new, used and remanufactured office furniture out of its more than 30,000 sq. ft. showroom and warehouse. Common Sense has become known for the excellent value and service they provide and today’s cost consciousness has made their offerings even more popular. A key element of the firm’s business growth strategy and common sense approach has been to utilize the services of the Small Business Development Center at UCF. According to Caswell, “Nowhere are there valuable services and advice available, at no charge, like at the SBDC and Advisory Board Council. They are a great tool to grow a business and get advice that otherwise you may never have access to…”.

Caswell has utilized the services of the SBDC’s Procurement Technical Assistance Center and in 2010 he joined CEO XChange, a CEO roundtable group, but the Advisory Board Council (ABC) was the first SBDC program to attract his interest. In fact, his first interaction with the ABC was when he signed up to donate his time and expertise to help other business owners by serving as a volunteer advisor for the program in early 2008. Yet, as Caswell learned more about the ABC and the next level business assistance it provides he thought it would be a useful tool to help propel his own business growth.

Later that same year Common Sense Office Furniture became a client of the Advisory Board Council. Caswell worked with ABC Program Manager, Jill Kaufman, to identify areas of opportunity and challenge facing his business. Kaufman formed a board of advisors for Common Sense to address the firm’s strategic planning, marketing, sales management and training, operations and business development. According to Caswell, “The board members all had backgrounds directly related to the operations and sales parts of my business and they understood each component. I never could have afforded this kind of advice without the SBDC.” The Advisory Board Council worked with Caswell to take a more strategic view of his business, build a stronger business foundation and lay out a roadmap for business growth. “One of the missing components they helped me identify was a lack of consistency and follow through on ideas, projects and marketing as we were caught up in the day to day trials of running a small business,” commented Caswell. “The Advisory Board helped me pull my head out of the sand, take a look around and find a path that would lead to future growth.”

Common Sense Office Furniture’s advisory board has proven so advantageous to the business that Caswell requested and was approved to remain in the program for a second term. Throughout Common Sense’s tenure in the ABC the firm has demonstrated strong growth in revenue and their number of employees has doubled from six to twelve, strengthening the firm’s organizational structure and allowing Caswell to focus on expansion opportunities. The company has refined its marketing strategy and increased its visibility in the community. In fact, the business received significant exposure when Common Sense Office Furniture was named to the 2010 Inc. 5000 list of fastest growing private companies in the U.S. due to its 41% 3-year revenue growth. Upon learning of this honor Caswell recognized the contribution of the SBDC. “The SBDC has been instrumental in helping me grow my business for the past two years. This is evidenced by the inclusion of our company in the Inc. 5000 list of fastest growing small businesses this year.”

Get Bit, FSBDC at UCF, Business Consulting, Pauline Davis

Get Bit Entrepreneur Gets Bit

Get Bit LLC was founded to offer the ultimate in extreme adventure. And, with the assistance of the Small Business Development Center at the University of Central Florida (SBDC at UCF), the company is on its way to doing just that.

Whether its supplying custom rod building components, teaching rod building classes, guiding gator hunts or managing world class tarpon fishing trips, Capt. Kevin Brotz, the owner of Get Bit LLC, has an obsession for the outdoors. His passion is focused around sharing the world of nature in ways that most people don’t get to experience. When Kevin was two years old, he would wake his parents at 6:00 am to go ‘pishing’. He couldn’t pronounce the word ‘fishing’ but could cast his own rod even at that young age. He started his outdoor life then and hasn’t looked back since; he was hooked for life.

Harking back to the old saying that “It isn’t work if you love what you’re doing,” Kevin knew he wanted to build a business that incorporated his love of the great outdoors. After graduating from the University of Florida with a Bachelors Degree in Business Administration and a minor in Entrepreneurship, Kevin was licensed by the United States Coast Guard. Today, Captain Brotz has combined his professional designation, experience and solid foundation in business to make his dream a reality.

Help from the SBDC at UCF
Kevin wanted to set his business up for success from the very beginning and knew he needed assistance in getting the business off the ground. He contacted Pauline Davis, consultant at the Small Business Development Center at UCF, for no-cost assistance. Together, they worked on several versions of Get Bit LLC’s business plan and cash flow projections. Recognizing that he would have to fund the business himself, the planning process became even more crucial. Through a lot of prayer and even more hard work, Get Bit LLC opened for business in February 2011 and has been well received.

There’s a reason why Get Bit LLC is off to a strong start: it’s a sportsman’s paradise and a dream come true for anyone who enjoys the outdoors that is built upon a strong business foundation developed with the help of the SBDC at UCF. The business services include:

Custom Rod Building Supply & Academy – distributing components to wholesale and retail custom fishing rod builders. Through their full service e-commerce site, Get Bit has a global marketplace. Holding monthly classes in the shop, Get Bit Rod Building Academy teaches first timers how to build and customize their very own fishing rods.
Extreme Adventures – Guiding Trophy Alligator Hunts in Central Florida and Trophy Tarpon Fishing Trips in World Famous Boca Grande FL, Get Bit provides the Experience of a Lifetime!
Trophy Fish Mounts – Get Bit has a world renowned Taxidermist whose sole job is bringing that Trophy of a Lifetime back to life as a true piece of art.
Outdoor Ministry – Kevin loves nothing more than using the outdoors as a platform to help others find and build relationships with Christ. Kevin has full intentions to build Get Bit Outdoors to a level where he can devote his efforts to this ministry full time.

Kevin is very excited about the business’s potential and is grateful to his wife for her unwavering support and confidence in his ability to build this business. He also appreciates the assistance of Pauline Davis and the SBDC at UCF and states, “The SBDC has a wealth of knowledge and experience with small businesses. Every meeting forced me to do more due diligence and build a stronger business plan. Just knowing the resource that is the SBDC at UCF is available was and is reassuring and gave me the confidence to move ahead”.

Working within a tight budget, Kevin finds creative ways to market his business. “With huge potential for growth I refuse to let our limited marketing budget hold us back,” he commented. We have to think outside the box.”

Looking Ahead
Kevin loves nothing more than helping clients experience the extreme outdoors. “The opportunity to build this business is a blessing in many ways, not to mention the excitement of playing tug of war with Swamp Lizards weighing an average of 500 lbs!” says Kevin. “There is nothing to compare it to! It is an absolute Blast!” He is confident that his faith will successfully see him through this business adventure and hopes to be an inspiration for others to reach and achieve their dreams. And he is grateful to the SBDC at UCF for its assistance in getting him off to a strong start.

Get Bit LLC,
950 North Central Avenue, Suite 1,
Oviedo, Florida 32765
407-542-7840
www.GetBitOutdoors.com

Hernon Manufacturing

With the assistance of the Small Business Development Center at the University of Central Florida (SBDC at UCF) and its no-cost Growth Acceleration services, Hernon Manufacturing, the innovator in adhesive and sealing technologies, continues to expand rapidly. The Company recently announced that it had won a large new order from a leading defense contractor and had entered into a new distribution agreement for Florida. Within the last three months, Hernon has received over one million dollars in contracts to deliver high speed application and inspection equipment to some of the world’s largest defense contractors. To facilitate this rapid growth, Hernon has also leased additional manufacturing space while it builds and expands into a 100,000 square-foot plant by year end 2013. The company credits the assistance of the SBDC at UCF’s Growth Acceleration Consultants for helping to make the company’s growth possible.

The SBDC at UCF’s Growth Acceleration services offers companies consulting assistance aimed at developing sustainable growth strategies in key business areas, including marketing and business development, cash flow management, strategic planning, market/industry research, as well as capital access. In the case of Hernon, the SBDC’s Growth Acceleration Consultants performed an in-depth business health assessment and, based upon it, identified ways to optimize cash flow and better position the company to take full advantage of its growth opportunities. They then worked closely with Hernon’s management team and assisted in implementing their recommendations.

“The SBDC at UCF’s Growth Acceleration services have been an important ingredient in putting Hernon’s expansion on the fast track,” said Harry Arnon, President of Hernon Manufacturing. “We had aggressive growth goals to begin with and, thanks to the help of the SBDC’s growth acceleration consultants, have met and surpassed them. We look forward to continuing that rapid expansion in 2012 with the help of the SBDC as we look to hire new employees, expand our manufacturing facilities and introduce new technologies.”

Global Trading & Sourcing Corporation

Global Trading & Sourcing Corporation (GTS) has “put the pedal to the metal” and is significantly accelerating its growth despite a balky economy. With assistance from the Small Business Development Center at the University of Central Florida (SBDC at UCF) and its Growth Acceleration Services, the company is experiencing double-digit growth in its revenues. A specialized procurement services company located in Orlando, GTS delivers cost-effective original equipment manufacturer (OEM) solutions by shortening the supply chain and enhancing customer procurement performance.

In October 2011, GTS was in a period of expansion and sought out the assistance of the SBDC’s Growth Acceleration Services to assist them in achieving their full growth potential. The Growth Acceleration services are designed to provide in-depth professional business consulting at no cost to qualified emerging and growth businesses in Florida, delivering the tools, strategies and expertise businesses need to accelerate the growth and success of their business in today’s competitive market.

The SBDC Growth Acceleration consultant worked with GTS by performing a detailed business health assessment, including an in-depth financial analysis that identified strategies to enhance cash flow to support further growth. After receiving the health assessment from the Growth Acceleration Services consultant, Andrew Vandendriessche, President of GTS, said, “It was invaluable for me to get an outside and impartial opinion on what we are doing well and not so well. The SBDC’s recommendations are very practical and achievable and we will be focusing on implementing them as we move forward. Not only is the content of the report very useful, but also our Growth Acceleration consultant’s opinions and analysis while discussing it helped put a lot of things in perspective.”

GTS took quick action in implementing many of the recommendations provided by the SBDC Growth Acceleration consultant. Since the initial meeting with the SBDC, the Company’s sales force has increased 30% and it is on track to exceed sales targets for 2012. “The information and tools provided were instrumental in quantifying what we needed to do to achieve our growth goals.” said Vandendriessche.

For more information about the SBDC’s Growth Acceleration services, contact SBDC at UCF Regional Director Eunice Choi at 407-420-4850 or echoi@bus.ucf.edu.

ConTech Construstion, Advisory Board Council, SBDC, Jill Kaufman

ConTech Construction

Rock Solid: Concrete Contractor Stronger than Ever with Help from the SBDC at UCF’s Advisory Board Council

In classic entrepreneurial style, Alan Haughey and his wife Joan started ConTech Construction in 1993 in the living room of their Orlando home. At its founding, the firm was a general contractor and concrete contractor that employed a staff of three. Today, ConTech has offices in Winter Garden, employs a full time staff of 62, and Alan and Joan are joined in the business by their son Jeff.

ConTech’s success has come about in large part as a result of the solid reputation for integrity, collaboration and high performance that the Haugheys have built for the company. In fact, ConTech’s name is so esteemed in the industry that 92% of the firm’s work comes from repeat business and direct referrals. Alan Haughey’s more than 35 years in the concrete industry has enabled him to establish many long term relationships with clients and industry-leading firms. That, combined with the firm’s strong financial standing and bonding capacity of over $10 million, has enabled them to take on larger jobs.

ConTech’s projects can be seen all over the region including Winter Garden City Hall, Uptown UCF, SunTrust Plaza and an eight-inch thick ice floor at Amway Arena. The firm has poured over 160,000 cubic yards of concrete ranging from theme park rides at Disney World to a nuclear power plant and boasts a 99.998% rate of accuracy.

ConTech has won many accolades for their work. Their $6.5 million restoration of the Royal Floridian Resort in Ormond Beach earned them 2011 Project of the Year by the International Concrete Repair Institute. The firm has also received the Eagle Award from the Associated Builders and Contractors for excellence in construction of the Winter Garden City Hall.

Alan Haughey believes that “innovation and modifying your business to keep up with ever-changing realities” are keys to ConTech’s success. Joan and Alan took action on this belief when they sought the assistance of the Small Business Development Center at UCF’s Advisory Board Council (ABC) in 2007. “For me, joining the Advisory Board Council was our first major step in the process of working on the business rather than in it,” said Alan. “We were so overwhelmed with the day-to-day operations that it was very difficult to focus on the strategic business changes that we needed to make to survive in a changing economy. That’s why we sought out help from an advisory board at the SBDC.”

Jill Kaufman, the ABC program manager, worked with ConTech and hand-picked a board of volunteer advisors for the firm comprised of professionals in the fields of finance, business development, human resources, succession planning and law who were willing to donate their time and energy to working on the board. According to Haughey, “The people who were on the advisory board were absolutely expert in their fields and they encouraged us to look at everything we do rather than just operations.”

The business graduated from the ABC program at the end of 2008, and Haughey points to three topics that were focused on with the board as crucial contributors to the company’s ongoing success: the need to diversify the client base, succession planning and development of a marketing plan. When ConTech experienced the impact of the recession and downturn in the construction market, they were prepared to make changes which enabled the firm to rebound.

“What we did was take the seeds that were planted from the board and we started making continual changes in the company based on insights we gleaned from those folks,” commented Haughey. Some of the changes that grew out of the work with their advisory board include a rebranding effort, new lines of business and a new business focus.

Today, ConTech specializes in concrete restoration with a greater focus on hospitality industry projects and has rebranded itself as ConTech Restoration. Existing structure renovation projects include condos, timeshares and parking structures. The company has also expanded their scope of work and now offers commercial painting and waterproofing. From 2009 to 2011 ConTech added 49 jobs and realized a 63% increase in revenue.

Haughey encourages other business owners to also take proactive steps for their business. “I would absolutely recommend the SBDC at UCF’s Advisory Board Council to other businesses,” remarked Haughey. “An advisory board helps a business owner fast track changes in his business because the board members have ‘been there and done that’ and their advice allows the business owner to learn from their years of experience.”

Founded with the purpose of strengthening Central Florida’s economy, the Small Business Development Center at the University of Central Florida conceived and developed the Advisory Board Council in 2003 to help small businesses reach the next level. Funded by Orange County Government since the program’s inception to facilitate sustainable revenue and job growth, the Advisory Board Council provides established businesses with no-cost advisory boards comprised of area professionals who volunteer their expertise.

The ABC has found an extremely cost effective model to tap into community resources for the benefit of small businesses. The program’s $100,000 annual budget is modest compared to the economic impact achieved by its participating companies. The program has formed over 150 advisory boards for Orange County businesses, which have achieved $72.4 million sales increase, 1,968 jobs created and retained, $15 million in capital formation and $62.3 million in government contracts obtained.