8 Innovative Greats

Change is not a state of being that most of us relish; when times are good, it can be very tempting to let sleeping dogs lie. The great recession has brought economic survival issues into sharp focus and caused many of us to acknowledge the peril in maintaining the status quo vs. the pain of change. Macomb Now Magazine is pleased to share the stories of eight such people who have embraced innovation as the strategy to ensure a more successful future for their enterprises.

Clean Light Green Light. a global energy-saving business plan.

Company Lowdown: With the U.S. banning all incandescent light bulbs by 2014, the front-runner to replace the old illuminating workhorse appears to be compact fluorescent lights (CFL). But David McKinney, CEO of Clean Light Green Light in Mount Clemens, isn’t betting his company’s success on the CFL bandwagon. He has a better idea.

“That’s old technology,” says the Harrison Township resident. He suggests instead, high-power LED bulbs which offer superior light quality at a cheaper operating rate. These semiconducting, light-emitting diodes are bright and long-lasting and are revolutionizing the market for those willing to make the higher initial investment.

Clean Light Green Light designs and manufactures LED fixtures, mostly for commercial and industrial lighting applications. Its lights were recently installed in the Macomb County Administrative Building parking lot, but over the past decade the company has reached and sold to customers around the world.

What started out in 2000 as a master electrician working on small LED projects in his shed has evolved into a multimillion dollar operation with 12 employees and offices in Idaho, Utah, and Ontario.

Partners Tom Meyer and Rudy Mayes joined McKinney in 2007 when the company changed its name from Going Green Lighting.

“Back then, we were looking at how these LED lights looked rather than how they lit,” recalls McKinney. “Today, we continue to get better and better with our designs and products. Our lights use about 50 to 75 percent less energy and provide the same amount of light or more than what we are replacing. We really are selling energy savings and better light quality.”

For example, the old way, using incandescent lights, might have cost $15 per day to light a parking lot while Clean Light can do it for $3 per day. “The Macomb parking lot showcases that we can do it better than incumbent technology. We went from 460 watts to 18 watts to provide the same light.” And in the end, “there is a bigger ROI story with our products,” he explains.

In 2010, McKinney completed a reverse merger and became a wholly owned subsidiary of Global Dynamix Solutions GB PLC with a listing on the Frankfort Stock Exchange. “That opens up markets and enhances our visibility around the world and especially Europe because those countries have an enormous appetite for our LED products,” he adds.
Worst Nightmare: “Our challenge is going up all the time against the big lighting behemoths of the world that have been around so long and have hundreds of millions of dollars in sales. They knock our products; they get the deals,” he says. “People don’t like change because they are content with traditional lighting. Every day is a struggle to continually make our case. We don’t win all of the projects we want and that’s hard to take because we have the superior technology.”

Turning the Corner: “We continue to improve,” McKinney says. “Within five years, we will not have to fight anymore to convince clients to buy our products. They’ll see the results.”

Future Plans: “Every day is a little bit easier as our customers talk to each other. We have 10 to 12 new products across three or four product lines on the drawing board for 2011. We will stay in Macomb County and support Michigan because of its manufacturing base.” — Ron Garbinski

Hunch Free, Inc. Taking the guesswork out of understanding the oft mysterious customer.

Company Lowdown: Hunch Free, Inc., is a 4-year-old, metric-driven, full-service digital marketing agency based in downtown Mount Clemens. Founded by Jimmy Gwizdala, who grew up in nearby Harrison Township and now lives in Chesterfield Township, Hunch Free takes the guesswork out of marketing. Clients include Comcast, Eastern Michigan University, Crypton, Cobo Conference/Exhibition Center, Made In Detroit, Walsh College, Northwood University, and the Mark Hackel campaign for Macomb County Executive.

“I was amazed at how many business leaders were doing things on a hunch or because of something they read,” says Gwizdala, “These decisions were huge, costly, and without merit. It’s crazy enough to invest in something you’re not sure of or educated in, but it’s crazier to keep doing it if you don’t know if it’s even working.” Thus the name — Hunch Free, which helps companies spend less, make more, be more efficient, and get their hands on the correct data to make educated decisions. Offering everything from Web site design to advertising strategies to online marketing, Gwizdala says, “We don’t just make a functional Web site. We lead everything with function and purpose and then dress it up to look good.”

Relocating from Birmingham to The Clem’s new main street in 2010, Hunch Free’s seven employees work amid a revamped, contemporary layout which includes polished cement floors, a fully functional kitchen and bar (with beer on tap!), and a big-screen television.

Worst Nightmare: “When some of our partners were hit hard by the economy and couldn’t deliver. That affected our customers and us directly. And we felt both our customers’ and our partners’ pain.”

Turning the Corner: “I don’t have a magic wand,” says Gwizdala. “We came out of it and are successful because we deliver results. Hunch Free turns the corner for its clients after asking and finding answers to questions such as: ‘Is your brand established? How does your identity translate online? Who are your customers and how are you talking to them?’”

Future Plans: “We hope to hire two or three or more employees this year. And we want to get involved with the Macomb County Economic Development Corporation.” The company is also looking at creating a partnership with Shanghai University and hosting some of its interns here in Michigan. “It would be nice to have a Hunch Free presence in Shanghai as well,” Gwizdala adds. — Megan Swoyer

Fitzpatrick Manufacturing Company. The people are the “parts” that really count.

Company Lowdown: With a motivated, 88-person workforce, Sterling Heights-based Fitzpatrick Manufacturing Company takes on milling, grinding, and turning projects for fields as diverse as aerospace, homeland security, oil and gas exploration, and high-performance cars. The job shop prides itself on interpreting the engineering drawings and producing a quality product.

“When a person tells you they work in a shop environment you get an automatic picture in your head of grime, noise, and unkempt, unhappy employees,” says Kevin LaComb, Fitzpatrick’s business development manager. “We raised the bar with innovation and training, empowering our employees and setting high standards in all areas of operation.”

Fitzpatrick’s employees undergo 600 to 700 hours of formal education a year to learn efficiency, design, and quality. They are rewarded with profit sharing, a state-of-the-art cafeteria, a fitness center, a locker room, and large bonuses. Forty percent of its profits are returned to employees.

Worst Nightmare: The credit crisis of 2008 meant builders weren’t using heavy equipment to clear land for new subdivisions and shopping centers. Fluctuating oil prices meant less capital for oil and gas exploration and even performance car parts took a dive when people with less disposable income ignored the hobby car in the garage. “Usually a crunch hits one sector but all our projects were affected,” LaComb recalls. Customers began to take work overseas for cheaper prices and Mike Fitzpatrick had to lay off 40 employees who were like family to him.

Fortunately the company had capital in reserve to weather the storm because they had no debt.

Turning the Corner: “When things got slow, we used the time to better ourselves and better the company,” says LaComb. They took advantage of Michigan Economic Development Corporation and commissioned the University of Michigan business school to help upgrade Fitzpatrick’s Web site, www.fitzpatrickmfgco.com, and analyze its business. Much of Fitzpatrick’s success comes from teamwork and trend spotting. They also added 200 additional hours of training for employees.

“We learned to become leaner and to entice customers to bring their business to us, instead of going overseas. We couldn’t meet the rock-bottom price, but we could become low enough to be palatable,” LaComb says. When their clients factored in shipping, customs, language barriers, general quality issues, and a half-day time gap in scheduling conversation with plant managers, they found Fitzpatrick mighty appealing.

Future plans: “Macomb County and Sterling Heights have been very good to us,” says LaComb. “Everyone at the city and county really understands the issues facing companies in this economy and in our area.” Fitzpatrick expects to hire more employees in 2011 for two shifts, including overtime. — Maureen McDonald

Global Battery System Lab. Electric power research vital to GM’s success.

Company Lowdown: The poster child of the “new GM” has been the Chevy Volt and its breakthrough battery technology. The epicenter of the automaker’s innovation is the Global Battery System Lab, a 33,000-square-foot research and development operation at the Warren Technical Center. With the goal of continued electric vehicle industry leadership, this lab is the largest testing facility of its kind in the industry and the hub of battery systems to propel GM vehicles of the future.

GM engineers test and validate the latest battery technology for use in GM vehicles worldwide. Inside 160 test channels and 42 thermal chambers, GM teams duplicate extreme real-world driving patterns, hot and cold temperatures, and calendar life. The lab’s maximum power capacity is 6 megawatts — enough electricity to provide power to approximately 1,400 homes.

“We’ve made battery-system development and manufacturing a core competency of our company as we deploy electrification technologies that will make our vehicles more efficient, helping to reduce our dependence on petroleum,” says Micky Bly, GM Executive Director of Global Electrical Systems, Hybrids, Electric Vehicles, and Batteries. He oversees 2,000 GM engineers.

“Just as the internal combustion engines have powered vehicles for more than 100 years, we’re confident that tomorrow’s vehicles will feature some form of electrification that will reduce fuel consumption, like the technology used in the 2011 Chevrolet Volt — the first electric vehicle with extended-range capability,” he adds.

“The Volt allows Chevrolet customers to enjoy gas-free driving for approximately 35 miles, while still being able to travel up to 379 miles thanks to its onboard, range-extending engine. It’s the perfect combination of fuel-saving electric driving combined with the convenience to travel longer distances for weekend trips with no compromises.”
Worst Nightmare: “Like the rest of the auto industry, we experienced some hard times over the past couple of years, but with the determination and support of our employees, political leaders, and the public, we were able to help rebuild GM into a more nimble, progressive automaker,” says Bly. “We’re thankful to be given the opportunity to prove that GM plays an important role in the future success of Macomb County.”

Turning the Corner: The recent introduction of the Chevrolet Volt marks an important milestone for GM and for Michigan — the Volt’s battery pack is manufactured in Brownstown Township, while the vehicle itself is built at the Detroit-Hamtramck plant. “The Volt is just one of several new vehicles that signify our commitment to design, build, and sell the world’s best vehicles,” Bly says.

Future Plans: “GM’s future is bright and we’re going to build on our recent success and the introduction of the Chevrolet Volt,” Bly says. “We’ve announced plans to add 1,000 engineering jobs in Michigan over the next two years — all of which will be focused on the development of vehicle electrification technologies. A majority of these jobs will be housed right here in Macomb County at the Technical Center in Warren.” — Ron Garbinski

Pull quote: “GM will be the leader in vehicle electrification technologies and Macomb County will play a vital role in our plans.”–Micky Bly

Custom BioGenic Systems. OEM grows into global life sciences leader with innovative products.

Company Lowdown: Growing out of a successful nitrogen service business, John Brothers, along with his father and brother, started Custom BioGenic Systems in 1987. Two years later they launched their first medical cryogenic freezing unit for long-term storage of biological specimens.

Since then, Custom BioGenic Systems has grown to design and manufacture a state-of-the-art line of cryogenic freezing products and supplies, including liquid nitrogen freezers and inventory control systems, plus custom built-to-spec products. Its products support veterinary, horticultural, pharmaceutical, industrial, scientific, and medical research laboratories, as well as cell and tissue banks.

Worldwide sales top $8 million and Custom BioGenic Systems ranks among Michigan’s top 10 biotech companies, according to a 2010 Crain’s Detroit Business report.

“Our best innovation was the introduction of our isothermal, or dry liquid nitrogen freezer (-196 degree C), to the life science market in 2000,” says Brothers, president of both Custom BioGenic Systems and its sister company, Liquid Nitrogen Delivery and Supply. “It was a landmark because it addressed the need to totally stop cross-contamination of biological specimens stored in traditional freezers. With these freezers, we added about 40 percent to our gross sales back then and became recognized as a global leader.”

The firm has moved and expanded three times. In 2008, it settled into a 48,000-square-foot building in Romeo and currently employs 38.

Brothers’ Liquid Nitrogen Delivery and Supply firm handles medical gas needs and repairs for Macomb-area doctors. “We most likely will turn this into a franchise business in the United States,” explains the Washington Township resident.

Worst Nightmare: “Government or the lack of effective government in-volvement. At the end of the day, government does not make a great impact to the betterment of my company or my employees,” says Brothers.

Turning the Corner: “We lost 40 percent of our stainless steel rack sales to Chinese imported racks,” recounts Brothers. “We have invested heavily in automated assembly lines to regain lost sales and stay in front of Chinese imports. We need to keep an eye on the global needs of our customers. We need to truly focus on being an ‘Original Equipment Manufacturer’ by bringing more manufacturing in-house and continuing to bring new, innovative products to market.”

Future Plans: “I feel very optimistic,” reports Brothers. “Our biggest goal is to expand by developing products that complement what we build today. We are looking at adding a stocking warehouse in Europe to grab a larger share of the global market and are doubling our skilled labor workforce in the next few years here in Macomb County. We also are looking to bring five new products to the life science market this year.” — Ron Garbinski

Renaissance Unity. They say “amen” to weathering tough economic times.

Church Lowdown: With painful belt-tightening and reconciliation of old wounds, membership and contributions are beginning to grow again at Warren-based Renaissance Unity Church. One of the area’s largest and most active congregations, services are enriched with its renowned gospel choir and national thought leaders including Agape’s Michael Bernard Beckwith, noted authors, lecturers, and Oprah guests Byron Katie and Marianne Williamson.
“We are an inclusive spiritual center that teaches practical, universal principles,” says Ric Beattie, Associate Minister, who credits the active involvement and vision of senior minister Jim Lee with the rebound.

A thousand people attend Sunday services on its 10-acre Warren campus and 1,500 more participate via live Internet stream. Its adult education program includes 70 classes on spiritual practice, prosperity, and fitness.
Worst Nightmare: Over the past seven years, an almost perfect storm swept through the congregation and laid low its contributions. Beginning with the 2003 controversial departure of senior minister Marianne Williamson, several successors could not stem the outgoing tide of membership. Then the church’s extensive bookstore, a cash cow for decades, lost favor to online and discount booksellers.

Turning the Corner: Like the venerated Job of gospel parables, strength came from adversity. Lee, who had been the associate minister during Marianne Williamson’s tenure, was hired as senior minister in 2009. He quickly formed a strong bond with the congregation and staff, refocusing attention on the Church’s mission. The church finished its fiscal 2010 year within budget. In early December, Lee hosted Marianne Williamson’s first visit in seven years, healing a major rift and embracing overflowing crowds.

Future Plans: The organization plans to refinance the mortgage, tackle deferred maintenance projects and bring more world-class lecturers to the church. — Maureen McDonald

Olives Mediterranean. Reinvented Roseville RESTAURANT Sajo’s fills spot in competitive marketplace.

Company Lowdown: In 1970 at the age of 10, Jim Sage immigrated to Detroit from Lebanon and started flipping pizzas to help support his widowed mother. Ten years later, he bought his first restaurant in Oak Park for $3,000 and went on to buy, fix-up, and sell a string of restaurants in Wayne and Oakland counties. He discovered Roseville in 1989 and opened his most successful venture, Sajo’s, on Gratiot. While traffic at a second Sajo’s in Clinton Township continued to expand, sales growth was flagging at the original location. In a bold move, Sage completely reinvented the Roseville location in 2010 focusing on a new category, a new look, and a new name — Olives Mediterranean.

Worst Nightmare: Turn on the television and you were bound to see commercials offering two dinners for $13 at chain restaurants located near the original Sajo’s.

Turning the Corner: Sage counters run-of-the-mill competition with classy appetizers for budget-minded customers and ambiance as fine as a Sheikh’s palace.

Instead of launching a head-on advertising campaign, he invested heavily in a total makeover of his Roseville site. Diners were looking for healthier choices and quality Mediterranean cuisine. “Then I thought of the beautiful olive trees surrounding my family home in Lebanon and how much I love olives and olive oil,” said Sage. “The Olives Mediterranean name was a perfect fit.”

Future Plans: At Olives, he hopes to provide an oasis from the work-a-day world. With renowned Birmingham designer, Ron and Roman, LLC, Sage started fresh with sumptuous seating, shell-shaped booths, striking finishes, and dramatic lighting. The new menu features kabobs, ghalaba, seafood, pasta, and steaks.

In addition to Olives and the remaining Sajo’s, his family oversees five shopping plazas. Sage also has excellent advisors — his five daughters, aged 14 to 26, all work in the restaurant. — Maureen McDonald

The Mall at Partridge Creek. Dogs, bocce, new restaurants … oh, my!

Company Lowdown: Different than a lot of malls, the Mall at Partridge Creek is a blend of shopping and entertainment. Visitors can spend the entire day at the open-air mall shopping, dining, and going to a movie. It also welcomes guests with many dog-friendly stores and common areas, pop-jet fountains, bocce ball courts, a park-like setting (more than 1,000 trees of 30 different species!), a 30-foot fireplace, and an outdoor television court.

Anchored by Nordstrom, Parisian, and MJR/Cinema 14, the mall is home to some 90 stores and restaurants.

Owned and operated by Taubman Centers, Inc., Partridge Creek in Clinton Township opened in October 2007 and was the first regional mall to be built in Macomb County in 30 years. “We didn’t come here to compete, but to offer different fashion choices,” says Seok Chung, the mall’s marketing and sponsorship director.

One of its challenges is differentiating itself in the minds of shoppers. “Many comparisons are made to the Village of Rochester Hills,” says Chung. “But other than the fact that both malls are outdoor centers, they are distinctly different. The Village is considered a lifestyle center (it has a street that runs through it); the Mall at Partridge Creek is a true regional mall,” explains Chung, who grew up in nearby Harrison Township. “The Village has Parisian as an anchor, and about one-third as many stores as Partridge Creek. We have three anchors. We’re a hybrid — a regional shopping center without a roof.”

The fireplace, located in center court, is near what Chung calls “the gathering place,” and is the veritable heart of the complex. Here, shoppers can sit back and enjoy live concerts daily from Memorial Day through Labor Day. “We’re the only mall in America that has this much live music,” Chung says, adding that other diversions allow different members of a shopping group to do different things. Two outdoor television screens are extra popular during big sports competitions.

Partridge Creek’s planning team decided to go with a dog-friendly mall because they wanted it to be absolutely park-like. “We put a lot of thought into our decision to welcome dogs here,” Chung says. “We weighed the pros and cons. Today, more than a third of the stores are dog-friendly.”

Worst Nightmare: Every mall in America can relate to the nightmare that hasn’t gone away entirely. “Think about it,” said Chung, “retail store closings were happening in droves three years ago.”

Turning the Corner: Chung sees a lot of hope on the shopping horizon. “2008 had everyone scared,” he says. “If you had a job, you didn’t know how long you’d have it. Those who kept their jobs started shopping again and spending when they felt safe, around 2010. We’re seeing growth, more people and more bags.”

Future Plans: “It takes three to five years to fill a customer base, to get traction at a new mall,” Chung says. “We’re going into our fourth year. More people know who we are and where we are and we’re now retaining them, and getting more customers from outside the five-mile radius. We’re continuing to do what we do well, like offer the Summer Sounds music concerts.”

In addition to refining recycling programs for tenants, foodies will be happy to discover a couple of new spots opening this year, including Rojo Mexican Bistro and Giuseppe’s International Oils and Vinegars featuring a unique and flavor-filled tasting experience. Tricho Salon was scheduled to open around press time of this issue and Fashionistas can also add another women’s boutique — Francesca’s Collections — to their shopping options this spring.  — Megan Swoyer N