Copper manufacturer Red Metals  will establish a copper manufacturing operation in Charleston County. The company’s $70 million investment is expected to create at least 45 new jobs, according to the state Department of Commerce.

Red Metals is building a new domestic supply chain for copper products by converting copper raw materials directly into finished goods through an integrated refining and manufacturing process, according to a news release. The company’s Charleston County facility will serve as its first production operation.

Located at 4500 Leeds Ave. in North Charleston, the company’s 42,000-square-foot facility will manufacture high-conductivity copper rod used in wire, cable and other electrical applications.

“Red Metals is building a modern domestic supply of copper products at a time when reliable industrial infrastructure has never been more critical,” Red Metals founder and CEO Jackson Switzer said in the news release. “Charleston County gives us the foundation to scale a new model for copper refining and manufacturing, in close proximity to both the sources of supply and the industries that depend on it. We’re excited to invest in the region, create high-quality jobs and help support the next generation of American manufacturing, energy and defense.”
Copper is a critical input for electrical infrastructure, data centers, electrification, advanced manufacturing and defense applications. S&P Global projects global copper demand will nearly double by 2035, driven by electrification, renewable energy, electric vehicles and digital infrastructure.

The operation is designed to strengthen domestic manufacturing capacity and deliver essential copper products with shorter lead times and reduced supply chain complexity.

“Red Metals’ decision to bring its copper manufacturing to Charleston County delivers a significant advantage for several of our key industries that rely on this essential material,” Charleston County Council Chairman Joe Boykin said in the release. “Aside from strengthening the supply chain for neighboring businesses, this investment also brings high-quality jobs to advance our workforce as it continues to grow.”

Operations are expected to come online in the fourth quarter of this year. Engineers, operators and other entrepreneurial builders interested in joining the Red Metals team should visit redmetals.com to learn more.

“We’re pleased to welcome Red Metals to the Charleston region,” Charleston Regional Development Alliance Board Chairman Will Russell said in the release. “Their investment reflects the continued momentum we’re seeing across Charleston and the strength of our regional partnerships. We appreciate their commitment to our community and look forward to supporting their success as they grow here.”

The Coordinating Council for Economic Development approved job development credits related to the project.

NAI Charleston represented Red Metals Inc. in securing Leeds Avenue industrial facility, which is on more than six acres.

The property is zoned for heavy industrial.

NAI Charleston brokers Dexter Rumsey and Whit Jones represented Red Metals in the transaction. The property ownership was represented by Alex Whittemore and Jon-Michael Brock of Colliers.

“From start to finish it was great working with Red Metals to secure this space,” Whit Jones, associate at NAI Charleston, said in a separate announcement from the firm. “They are revolutionizing the copper industry, and they couldn’t have picked a better market to do so.”

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“Work hard and be good,” might sound simple, but Chip Crane said it is pretty key for both life and career success.

After 26 years working his way up the Lowcountry construction ladder, Crane serves as president and CEO of Hill Construction, which specializes in commercial pre-construction, design and building services, construction management, and general contracting.

“There is no substitution for hard work, in construction especially,” Crane said. “I think sometimes people try to find a way to get around something, but to me, success will follow those who work hard.”

He was a member of the SCBIZ inaugural class of the SC500.

After entering the industry in Lowell, Mass., for a real estate developer, he worked as an architectural draftsman. The job sparked an interest in going to school for architecture at The Catholic University of America followed by earning his master’s degree in construction from the University of Illinois.

After completing school, Crane worked for construction companies in the Northeast for about 11 years, focused around the Boston area. Hill Construction offered Crane a position as a preconstruction services manager in Charleston in 2000, transferring his homebase to the Lowcountry.

Though he noticed the likenesses of the two regions, Crane has found a community in the Lowcountry that he wasn’t exposed to in Boston. Crane said greater Charleston’s construction community works together to see one another succeed.

“Charleston has been a great fit for me. It has a lot of similarities to Boston in terms of culture and feel, and of being a coastal port city,” Crane said. “I love the camaraderie in our industry, and I’m good friends with most of the people that we compete with for work. Charleston is much more collegial than it is competitive.”

After 10 years working as a manger and then director in preconstruction for the company, he was promoted to vice president of business development, where he served for nearly nine years before accepting his current position of seven years.

Looking back at his career, Crane credits networking with local industry peers as one of his keys to success. In his first 10 years in Charleston, he said the industry was growing with strong opportunities to develop personal and professional relationships in the field.

After 70 years in business, the firm is made up of almost entirely Lowcountry and Pee-Dee projects, hugging the South Carolina coast. Crane considers the company a “traditional Lowcountry construction firm” with about 18 to 20 projects going on at one time, a majority based in Berkeley, Dorchester and Charleston counties.

With about 80% of the companies’ projects being repeat clients, Crane said it allows for the team to count on its past successes to bolster more success. Most projects, both public and private, are buildings made to support a growing community — projects such as churches, amenity centers, office space and parks.

“It’s super important to us that our employees can go home and sleep in their own beds,” Crane said. “So that shapes how we craft our staff and how we continue with the quality of service people have come to expect from Hill Construction.”

Yet as population grows, there is a shift in the construction landscape in Charleston. Crane said he has watched national firms move in and the quantity of projects expand. Nonetheless, Crane thinks the market can support all the firms currently working in the Lowcountry.

A partner in the business, Crane works alongside three other leaders: Gene Garrett, chief operating officer and project manager; Bart Bodkin, senior vice president and project manager; and Ted Chestnut, director of preconstruction.

“We have purposefully made the decision to not get all the work we could get and add a bunch of new employees,” Crane said. “We like the size that we are because we can manage it, and we find that it allows us to maintain the level of service for the repeat clients.”

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HCA Healthcare broke ground on its fifth freestanding emergency room in the Lowcountry, adding Cane Bay to its tri-county care portfolio.

According to a news release, the $15 million project will be 10,000 square feet with 10 patient exam rooms, a triage room, advanced imaging services, laboratory services and telemedicine for stroke and behavioral health.

“As our communities continue to grow, expanding access to emergency care remains one of our highest priorities,” Jeff Wilson, president of HCA Healthcare Charleston and CEO of HCA Healthcare Trident Hospital, said in a news release. “When we began planning for this freestanding ER, we knew this community deserved emergency care that is close, dependable, and built with its future in mind. Families are moving here, retirees are settling here, and businesses are investing here. With that growth comes a responsibility to ensure emergency care is never out of reach.”

In addition to the Cane Bay area, the new ER is expected to serve Nexton, Del Webb, Carnes Crossroads, and other surrounding communities. It will be open 24/7.

“This project is about more than constructing a building,” Wilson said. “It’s about strengthening access to life-saving care, supporting the long-term health of this community, and providing peace of mind to families who want to know expert emergency care is nearby when every minute matters.”

HCA currently operates a freestanding ER in Brighton Park, Centre Pointe, James Island and Moncks Corner. The company also plans to add a freestanding ER on Johns Island and Long Point in Mount Pleasant later this year, according to the release.

In 2025, over 350,000 patients received emergency care through an HCA Healthcare facility.

“When someone experiences a medical emergency, access matters,” Dr. Neal Shelley, ER medical director for HCA Healthcare Cane Bay ER, said. “This ER will provide proximity to emergency physicians, advanced diagnostics, and life-saving care when minutes matter most. It will improve response times, support our EMS partners, and give families confidence knowing experienced emergency care is close to home.”

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Small business leaders are navigating a complex mix of economic pressure and opportunity, balancing inflation, rapidly increasing operating costs, workforce shortages and much more. While there is much uncertainty in today’s business climate, business owners in varying industries are staying resilient and adaptable. Whether it is adopting new technologies, focusing on how to forge stronger customer relationships or identifying out-of-the-box growth strategies, businesses across the Southeast are committed to growing and remaining competitive, no matter what challenges or trends come their way.

Some members of the South Carolina 500 weighed in on how things are going on the small business front.

Challenges and Opportunities

Britton Briley, CEO of Ghost Brands, believes that small business owners are talking about one word more than anything else right now: pressure. That could mean on margins, payroll, pricing, customer acquisition or keeping up with the latest technology.

Briley shared, “In the Southeast specifically, I think owners are still optimistic, but they are much more cautious than they were a few years ago. The days of ‘growth at all costs’ are over for a lot of small businesses. Now the conversation is more about smart growth, sustainable systems, better cash flow and making sure every dollar spent has a purpose.”

Katie Collins, president and CEO of Greater Greer Chamber of Commerce, spoke of the growth that defines the Upstate. And while that growth is exciting, it has also impacted small business trends and challenges.

“Greer alone has grown from roughly 25,000 residents in 2010 to more than 50,000 today, and that number continues to climb,” she explained. “That momentum is creating opportunity, but also putting pressure on workforce needs, housing and infrastructure. Workforce availability, rising operating costs and more selective consumer spending remain top concerns.”

And while leading with passion is key to scaling sustainably for many business owners, it is not the only thing that can bring success. Nicole Johnson, CEO and co-founder of Boyd Cycling, said that the biggest challenges they face right now are managing growth, rising costs and increased complexity — all without losing control of the business they’ve worked so hard to build.

“The conversations I’m having with other founders aren’t about big ideas (well, we still have BIG ideas) — they’re about cash flow, discipline, and how to scale without putting the company at risk. We’re also doubling down on our core: great product, a strong brand and a customer experience that stands out. Because trends will change. Markets will shift. But if those fundamentals are strong, the business can evolve with them.”

A shift in tradition

Marketing and advertising are also big topics that businesses are discussing right now. Amy Chico, senior vice president of HLA, said her team is rethinking typical efforts in those areas.

Chico said, “Is the time spent on creating a social media presence going to advance our business, and how? We aren’t cutting costs; we are trying to rebalance our spending so it’s more intentional and mindful.”

At Charleston public relations firm CBPR, where marketing and PR are at the core of its operations, Charlotte Berger, founder, explained that traditional media opportunities have become more limited and competitive. This shift has changed how they do business and how they serve their clientele.

“Clients are looking for a more cost-effective, hands-on approach that still delivers strong regional and national press, while also prioritizing local partnerships and community-driven strategy,” Berger said.

Her company has expanded into new industries and has doubled down on adding more digital advertising capabilities across Google and Meta. “We’re firmly in a growth phase. Our focus is not just on scaling, but on maintaining the quality of our work and the strength of our internal culture.”

Briley agreed that investing in a strong digital presence is a trend that is likely not going away any time soon.

“Small businesses are realizing they cannot afford to look small anymore,” Briley said. “Whether you are a restaurant, contractor, municipality, medical group, retail brand or sports organization, your digital presence is often the first impression. Businesses investing in brand, content, websites, social media and customer experience are the ones separating themselves from competitors. The opportunity is in building brands with structure: clear messaging, strong visual identity, consistent content, better storytelling, smarter advertising and a customer experience that matches the promise.”

Looking ahead

While business leaders traverse a dynamic landscape, their focus remains on building something that stands the test of time.

Karina Garrison, senior vice president at Pinnacle Financial Partners said, “Small business owners show up every day with resilience, grit and incredible commitment to their teams and communities. That’s exactly why it’s so important to support them

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In 1985, Tracey Richardson and Kellye Wicker’s father opened a restaurant called The Rib Shack, with menu items featuring a ribs entree for $4.89 and a seafood platter for $5.29.

Though The Rib Shack has long since closed, and taken its $5 ribs with it, the flavors of its menu are carried on through Richardson and Wicker’s Lillie’s of Charleston, a retailer of sauces and spices inspired by Lowcountry cuisine.

The sister duo, along with Richardson’s husband, carries the workload of the small business entirely on their own shoulders.

Lillie’s is sold in large chain grocery stores, Charleston and Columbia airports, markets, and Amazon. The products are also used nationally, with South Carolina locations in colleges and universities, hotels, resorts and restaurants. Recently, the trio added popcorn to their portfolio, which Wicker said puts them back into a startup funding mindset.

“We’re competing against the other consumer product goods companies that have big marketing budgets and influencers, whereas we don’t have that to be able to get our brand out there. So, that’s a challenge in terms of the growth,” Wicker said.

Across the state of South Carolina, businesses like Lillie’s are taking out loans, purchasing a brick-and-mortar, and opening the door each day to both fresh and seasoned small businesses.

Qualified by the U.S. Small Business Administration (SBA) as an establishment with less than 500 employees, small businesses make up for 99% of businesses in South Carolina. Between 1998 and 2022, small businesses in South Carolina increased by 21%, with the population growth around 40% in that same period, according to Federal Reserve Economic Data.

For Frank Knapp, president and CEO of the South Carolina Small Businesses Chamber of Commerce, a major focus for the chamber is to address financial strain, like the increase in the cost of energy and access to affordable health care for owners and employees. To keep South Carolina businesses afloat, Knapp notes that these strains have been a fight for most of his career.

Between March 2023 and March 2024, SBA said small businesses contributed a net increase of 25,358 jobs in that time frame, 71% of the total job growth in the state.

“We’ve got to remember that our employees are the customers of small businesses, and we want them to have money to spend in the local economy,” Knapp said. “That has been our work for the past 26 years and it continues today.”

Making up for 43% of employes in the state, small businesses employ 863,326 South Carolinians. According to SBA data, of the 530,402 small businesses, 83% operate with no employees and 98% have less than 20 employees.

Richardson said that even with the accessibility to grow a business in the state, there are still struggles to managing Lillie’s.

“I think South Carolina is a great state to be a part of that actually supports small businesses because there’s opportunities to have manufacturing locations here and offices’ headquarters,” Richardson said. “I think that one of the main things I would like to see is more support for health care. We have to pay for our own health care, so there’s not a lot of options and there’s also very high thresholds.”

Knapp said that South Carolina is a great place to start a small business; the sector is performing well. He said there is no lack of success for small businesses in the more urban areas of the state, but the rural areas require a bit more attention to maintain a strong small business presence.

“Overall, I do not hear a lot of complaints from small businesses. Maybe some have their concern about this and that, but in general, small businesses are healthy, and their numbers are growing in South Carolina. That’s a good thing, and our job is to be an advocate for them,” Knapp said.

Founded in 1953, SBA opened following World War II to help revitalize the country’s economy by making sure those that returned had opportunities for wealth development, as well as job opportunities.

Melissa Lindler, district director of the SBA of South Carolina, said that though the country may not be recovering from a war, the purpose remains the same, connecting business owners with information and direction to capital.

As some industries, such as manufacturing, thrive in the state, sectors such as retail and agriculture are seeing more struggle. At the end of the day, Lindler said the primary challenge remains capital.

“I think one of the biggest struggles right now is trying to figure out tomorrow by understanding where you are today,” Lindler said. “That tomorrow may not look like it does today for you, but it may be what’s needed in terms of adjustments that will help you survive and continue as a small business owner.”

Top industries for the state include scientific and technical services, administration and waste management, real estate, transportation, health care, and retail. In 2025, 1,042 loans totaling $692 million were granted to top industries of food services, retail, health care and construction.

Lindler said the South Carolina government has done well to both draw new businesses into the state, as well as helping to sustain the businesses that are already here. Small businesses have a lot of room to play a role in the larger companies’ operations by understanding the needs and aiming to fill the hole for products that could begin being made in the U.S.

“That’s one thing about our small businesses here in South Carolina; they’re strong, they’re resilient, but they’re also constantly looking for ways to modify, pivot and make sure they’re ready for what’s to come,” Lindler said.

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Kevin Warsh has begun his term as Fed chair. His predecessor, Jay Powell, frequently clashed with Trump regarding the appropriate level of interest rates. Trump argued that a “neutral” level for the funds rate was about 1.0%. The FOMC believed that the “neutral” rate was about 3.0%. Trump made it clear that his nominee for Fed chair would be expected to lower interest rates.

Will Warsh cave to pressure from Trump to lower rates even if they are unnecessary?  We do not think so. The economy today is stronger and the inflation rate much higher than it was in the spring when Warsh testified. We believe that on June 17 the Fed will lose its current easing bias and replace it with a bias toward tightening. Such action would reassure bond market participants that the Fed will not repeat its 2021-2022 mistake of waiting too long to raise interest rates.

The stock market continues to climb.  Investors initially got nervous about the war with Iran which triggered a long-awaited correction, but the market rebounded quickly and has set a series of record high levels in recent months.

GDP growth in the first quarter came in slightly higher than expected at 2.0%. Second quarter growth seems likely to exceed 3.0%.

Growth is being supported by consumer spending which continues to climb at a 2.1% pace even though consumer confidence is at a record low level.  Middle and upper income consumers are dipping into stock market gains to maintain their lifestyle.

At the same time the AI boom has caused the intellectual property component of investment spending to climb at a robust 10% pace.

AI is also boosting productivity growth which further bolsters GDP growth.  Between 2000 and the beginning of the 2020 recession productivity growth averaged 2.0%. In the past three years productivity has climbed at a 2.8% rate. As a result, our economic speed limit has climbed from 2.0% to about 3.0%.

Meanwhile, jobs are once again being created.  Payroll employment was essentially unchanged each month in 2025, but is now rising by about 75,000 per month. At the same time the unemployment rate is 4.3% which is its “full employment” level. Everybody who wants a job has one.

On the inflation front the war has boosted gasoline prices from $3.10 per gallon prior to its start to $4.50 per gallon.

The overall CPI index has surged as higher gas prices have boosted it to 3.8%.  The core rate is a different story. Prior to the war the core CPI was stuck at about 2.5%. It has since climbed to 2.7%. The recent runup in inflation has almost all been energy related.

With the stock market at a record high level, GDP growth at its potential pace, the labor market at full employment, and the core inflation rate slightly above target, what should the Fed do?

The Fed believes the funds rate is neutral when it is at 3.0% although many FOMC members think it could be higher. We agree and believe the funds rate is neutral when it is about 3.5%. The funds rate currently is 3.6%. Short rates are about where they should be.  Nobody other than Trump believes the neutral rate is 1.0%.

The Fed only has control over short-term interest rates. It cannot determine long-term rates which are driven primarily by inflation. The yield on the Treasury’s 10-year note has risen from 4.1% at the end of last year to 4.5% which reflects the near-term impact on inflation caused by the war and higher oil prices. Longer-term inflation expectations have been quite stable.

Ten-year inflation expectations, as measured by the difference between the nominal and inflation-adjusted rates on 10-year notes, is currently 2.4%.  It has been at roughly that same rate for the past four years.

So what should the Fed do?  At the next FOMC meeting on June 16-17 it is inconceivable that Kevin Warsh will push for a rate cut given the economic backdrop described above.  Whatever his view might be about the level of a “neutral” rate longer term, this is not the time for a rate cut.

But what about the bias? The Fed continues to have an easing bias even though at the last meeting three Fed officials objected. Since that time the inflation rate has continued to accelerate and the easing bias is sure to disappear.

The Fed could opt for an unbiased directive and cite uncertainty caused by the war on both the economy and inflation. But the Fed has a credibility problem. Inflation has been faster than the Fed’s 2.0% target for the past five years.

Furthermore, it made a huge policy error in 2020 by not tightening sooner than it did when the economy rebounded vigorously from the recession. To adopt a tightening bias would send a message that the Fed is serious about returning inflation to the 2.0% mark. With the market expecting a 0.25% rate hike by year-end, anything short of a tightening bias might send a message that the Fed is still not serious about fighting inflation which would likely push the yield on the 10-year note to or above the 5.0% mark.

From 1980 until his retirement in 2003, Stephen Slifer served as chief U.S. economist for Lehman Brothers in New York City, directing the firm’s U.S. economics group along with being responsible for forecasts and analysis of the U.S. economy. He has written two books on using economic indicators to forecast financial moves and previously served as a senior economist at the Board of Governors of the Federal Reserve in Washington, D.C. Slifer can be reached at www.numbernomics.com.

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Highline Hospitality Partners, the company behind Hyatt House, is adding to its Lowcountry portfolio with another downtown Charleston hotel.

The Lowline Hotel is a remodeled property in the previous Hyatt Place Charleston Historic District on King Street. The hotel is accepting July reservations now for its 197 rooms, with rates beginning around $250 per night, according to the hotel’s website.

“The Lowline Hotel was created to embody the best elements of one of the country’s most historic and spirited cities. Each element of the hotel was chosen with precision, purpose and intent, ensuring each experience on the property reflects Charleston to the fullest,” Chuck Pomerantz, managing partner of Highline Hospitality Partners, said in a news release. “While The Lowline aims to appreciate the past, it was important to us to also create a hotel for the modern traveler. We are proud of the property we created and we look forward to welcoming locals and visitors alike to enjoy the charm of Charleston in a new way.”

The Lowline’s signature restaurant will be the Leeward Restaurant and Leeward Patio, with Southern, Lowcountry-inspired cuisine. The hotel will also have Lowline Spirited Coffee & Provisions, a cafe and market.

The 8,000-square-foot building will include event space, a pool, a fitness center and valet parking.

“The beauty of Southern cuisine is not just in the flavors of a dish, but in the care that is taken in each step of cooking the meal. That care is reflected in every meal at The Lowline, and no matter the occasion, guests are promised the comfort and familiarity of a home cooked meal with loved ones,” Joey Worley, director of food and beverage at The Lowline Hotel, said in the release. “The food scene throughout Charleston is vibrant and lively with a rich history, and we are excited to add The Lowline and Leeward to the mix.”

The hotel’s interior is designed by Ealain Studio with both modern and vintage influence, drawing on coastal and aerial design, according to the release.

“The hotel serves as a living reflection of the city,” Jacqueline McGee, principal and design director of Ealain Studio, said in the release. “It is a fun and modern interpretation inspired by Charleston’s history and unique Southern culture. With each design choice, we sought to create distinctive experiences for guests staying at The Lowline Hotel, from sitting under the undulating sails in the hidden garden to admiring the quilted floor tile in Spirited Provisions or meeting the pirates in the Leeward Bar while sipping cocktails beside its sculptural fireplace.”

Highline Hospitality Partners owns 17 hotels across the United States and is based in Birmingham, Ala.

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A Clemson University professor says employers who “ghost” job candidates are causing long-lasting damage to their companies.

Philip Roth, Trevillian Distinguished Professor in the Wilbur O. and Ann Powers College of Business , has earned national recognition for new research examining a growing problem in the modern job market.

The research explores what happens when employers abruptly stop communicating with job candidates after in-person interviews, without explanation or closure. While ghosting has become a familiar term in dating and online culture, Roth said it has increasingly become part of the hiring process as well.

“I think technology allows organizations to treat people like commodities,” Roth said in a university news release. “We used to expect fair and equitable interpersonal treatment from organizations when they conveyed how well a person performed in the interview and whether the applicant moved on to the next step of the selection process. This led to feelings of being treated justly. Post-interview ghosting is going in the other direction.”

The study found that the effects on applicants are not mild inconveniences or temporary frustrations. Instead, ghosting produces powerful and lasting anger-based emotional reactions that can damage an organization’s reputation and future hiring efforts, Roth said.

Roth and his co-authors — Clemson doctoral students Hyunji Suh and Emily Ferrise, along with collaborators from other institutions — conducted two studies examining how applicants respond after being ghosted following in-person interviews. Their larger study surveyed 390 U.S. working professionals, many of whom had experienced ghosting during recent job searches.

The researchers found that applicants who were ghosted perceived organizations as significantly less fair and less respectful. Those feelings often evolved into what the study describes as “ressentiment,” a cluster of emotions including anger, resentment and hostility.

Those emotions had major downstream effects, according to the research.

Applicants who experienced higher levels of resentment viewed organizations more negatively and were substantially less likely to pursue future employment opportunities with them. At the same time, ghosting increased the likelihood of retaliatory behavior and even schadenfreude — taking satisfaction in an organization’s misfortunes — increased in likelihood.

“Our study directly addresses how the applicant thinks about the organization’s reputation, whether they would reapply in the future, so organizations could be diminishing their own applicant pools in the future,” Roth said. “We also talk about the dark side. Do people want to do things like complain to the organization just to take up time and get back at them?”

One of the study’s most striking findings was the magnitude of the effects.

“If you look at the relationship between ghosting and organizational image, ghosting and intent to pursue, retaliation and schadenfreude, these are big effect sizes by social science standards,” Roth said. “It’s not like people feel a little bit more this way. The effects are powerful — far stronger than I thought they would be.”

The research also suggests the damage does not quickly fade. The study found little evidence that applicants simply “get over” being ghosted as time passes. In some cases, especially among college students, negative feelings actually intensified over time.

“I think these negative emotions last for a long, long time,” Roth said. “Companies may think time heals all wounds, but those feelings of injustice and those negative emotions, they stay.”

The findings point to significant consequences for employers, particularly at a time when organizations compete aggressively for talent and increasingly rely on employer branding to attract applicants.

Roth said one of the clearest takeaways from the study is that organizations can protect themselves from many of these negative outcomes through something relatively simple: respectful communication.

The study found that informational justice — communicating clearly and promptly with applicants, even when delivering disappointing news — was related to improved organizational image and applicants’ willingness to apply again in the future.

“Be civil, be gracious,” Roth said. “In this day and age, you can craft a nice ‘thank you, but no thank you’ letter that doesn’t put your company in a negative light. Stop making excuses and just be civil and gracious.”

He added that organizations that communicate respectfully may gain an advantage in a hiring environment where ghosting has become increasingly common.

“They insulate themselves from a tarnished image,” Roth said. “The applicant is more likely to reapply in the future, and we know in HR that the bigger the applicant pool, the more likely you are to find a better fit.”

Roth teaches organizational behavior and human resource management in the Wilbur O. and Ann Powers College of Business. He is a fellow of the Academy of Management, the American Psychological Society and the Society for Industrial and Organizational Psychology.

Roth’s paper, “Post-Interview Ghosting Casts Dark Shadows on Applicant Reactions,” was selected as one of the top papers accepted for presentation at the 86th annual meeting of the Academy of Management, which will be held July 31-Aug. 4 in Philadelphia.

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Hot Properties is a weekly roundup of commercial real estate transactions across the Palmetto State. Submit your commercial real estate transactions for our Hot Properties report through our online form. Contact Ross Norton at rnorton@scbiznews.com for more information.

Upstate

Avison Young’s Ned Reynolds, Chris Prince and Will Hannah represented ProEnergy Services LLC in the lease assignment of 4,347 square feet of office space at 300 Executive Center Drive in Greenville from [BU:ST] LLC.

Greyson Furnas of Colliers South Carolina represented Baker Commercial Properties in the lease of 446 square feet of retail space at 1000 North Pine St. in Spartanburg to Terry Brannon, doing business as Brando.

Scott Burgess and Lance Byars of Colliers South Carolina represented Raising Canes in the leasing of 0.9 acres of land at 1140 Woodruff Road in Greenville.

Danny Butters of Lyons Industrial Properties represented the seller in the sale of a 36,575 square feet of industrial facility at 100 Southwest Drive in Spartanburg.

Rich Bennett of McCoy Wright Commercial Real Estate represented the landlord, Dalton Road Holdings LLC, in the lease of 1,800 square feet of retail space at 137 Cotesworth St. in Pendleton to Dang Enterprise LLC. Bennett also represented the tenant.

Max Kinser and Eddie Smith of McCoy Wright Commercial Real Estate represented the buyer, Bruce Smith, in the sale of 10,000 square feet of retail space at 105 N. Townville St., 130 Ram Cat Alley, in Seneca.

Peter Couchell, Robert Schmidt and Lawrence Myers of NAI Earle Furman with Furman Capital Advisors represented the seller in the sale of a 15,000-square-foot The Goddard School located at 106 Stone Village Drive in Greenville.

Peter Couchell, Robert Schmidt and Lawrence Myers of NAI Earle Furman with Furman Capital Advisors represented the seller in the sale of a Take 5 Oil Change located at 4240 Washington Road in Evans, Ga.

Hunter Garrett, John Staunton, Josh Kenyon, Tom Daniel and James Malm of NAI Earle Furman represented the seller in the sale of 42.98 acres of land located in Hunter Industrial Park in Laurens to Sand Valley 401 LLC.

Tyson Smoak of Pintail represented the buyer, 9 Legrand LLC, in the sale of a 6,133-square-foot office building located at 9 Legrand Blvd. in Greenville from the seller, Legrand Group LLC.

Ross Kester and Stewart Johnson of Pintail represented the seller, BWC Properties LLC, in the sale of three retail buildings totaling 11,400 square feet located at 100 and 104 Miller Road in Mauldin to the buyer, Mecklenburg Land Trust.

Monty Todd of Pintail represented the buyer Pelham Commerce LLC in the sale of a 10,000-square-foot warehouse located at 186 Commerce Center in Greenville from the seller, Cordin Corp.

SC Agency LLC renewed a lease for a 2,428-square-foot office space in Suite G2 at 140 Bridges Road in Mauldin from DePena Services LLC. Michael Tanbonliong and Chad Roache of Spencer Hines represented the tenant.

Cornerstone Caregiving renewed a lease for a 1,700-square-foot office space at 603 W. Main St. in Spartanburg from Rich Arthur LLC. Palmer Thompson of Spencer Hines represented the landlord.

Hub City Senior Care leased a 1,500-square-foot office space at 901 S. Pine St. in Spartanburg from RBO LLC. Andy Hayes of Spencer Hines represented the landlord and Guy Harris Sr. and Guy Harris Jr. of Spencer Hines represented the tenant.

The sale of 2275 Southport Road in Spartanburg included one acre of land for $130,000. Cedar Springs Properties LLC purchased the property from Billie H. McConnel Trustee. Andy Hayes of Spencer/Hines Properties represented the buyer.

Lowcountry

Avison Young’s Courtney Kuhn represented GHP Nelson LLC in the leasing of 1,506 square feet of industrial space at 468 Nelson Ferry Road, Building 300-C, in Moncks Corner, to Spotter Safety Products LLC. Jennifer Rogers Henderson of EXP Realty LLC represented the tenant.

Avison Young’s Taylor Sekanovich represented College Park Center LLC in the lease extension of a 11,950 square feet of retail space in Unit B at 121 College Park Road in Ladson to Columbia One Corp.

Avison Young’s Taylor Sekanovich represented College Park Center LLC in the lease extension of a 4,000-square-foot retail space located in Unit C & D at 113 College Park Road in Ladson to Big Bucks Management Inc.

Tyler Baldwin III of Cypress Commercial & Investment Real Estate represented the buyer, Nicholas Ringwall, in the sale of investment real estate at 1121 Olympia Ave., Units A and B, for $967,800.

Crawford Riddle, Todd Garrett and Tradd Varner of Harbor Commercial Partners represented the landlord, Warrior Creek Industrial LLC, in the lease of 10,500 square feet of industrial space at 2568 Oscar Johnson Drive in North Charleston to Imperial Bag & Paper Co. LLC. Remington Beatty of Colliers represented the tenant.

Gerry Schauer, Jeremy Willits and Mac Wiseman of Harbor Commercial Partners represented the landlord, MapleView Properties LLC, in the lease of 3,150 square feet of office space at 272 W. Coleman Blvd. in Mount Pleasant to Moss & Yantis CPA, PA.

Todd Garrett, Tradd Varner and Crawford Riddle of Harbor Commercial Partners represented the landlord, BGGG 290 LLC, in the lease of 2,400 square feet of industrial space at 1582 E. Main St. in Duncan to Glass E Farms LLC.

Todd Garrett, Tradd Varner and Crawford Riddle of Harbor Commercial Partners represented the landlord, 2652 Bonds Ave LLC, in the lease of 1,500 square feet of industrial space at 2652 Bonds Avenue, Suite 201, North Charleston, to Soak’d Exterior LLC.

Tradd Varner, Todd Garrett and Crawford Riddle of Harbor Commercial Partners represented the landlord, 4540 Rivers Avenue LLC, in the lease of 2,500 square feet of industrial space in Suite 310 at 4540 Rivers Ave. in North Charleston to Fathom 4 LLC.

Midlands

Western Lane and Broad River Road in Irmo, a 19.16-acre land site, sold for $7.5 million. Ben Kelly and Patrick Chambers of NAI Columbia handled the transaction.

1102 Apricot Road in Hopkins, a land site, sold for $1.75 million. Tombo Milliken, Tom Milliken and Nelson Weston of NAI Columbia handled the transaction.

1235 Chapin Road in Chapin, known as Chapin Crossing, included the sale of a 1.34-acre outparcel for $1,085,000 and a 1.30-acre outparcel for $865,000. Patrick Palmer, Bobby Balboni and Sam Edens of NAI Columbia handled the transaction.

Roger Winn, Braden Shockley and Will McGregor of Trinity Partners represented the landlord in the leasing of a 3,822 square feet office space at 140 Stoneridge Drive, Columbia.

Roger Winn, Braden Shockley and Will McGregor of Trinity Partners represented the landlord in the leasing of a 2,042 square feet retail space at 2510 Main St., Columbia.

Meredith Rhodes and Peyton Bryant of Trinity Partners represented the landlord in the leasing of a 2,840 square feet office space at 1200 Park St., Columbia.

Roger Winn, Braden Shockley, Will McGregor, Nick Stomski, Jake Nidiffer and Ryan Causey of Trinity Partners represented the landlord in the leasing of 2,635 square feet office space at 3020 Sunset Blvd., West Columbia.

Macon Lovelace of Trinity Partners represented the tenant in the leasing of 25,259 square feet of industrial space at 3221 East Arkansas Lane, Arlington, Texas.

Robbie Cook and William Mills of Trinity Partners represented the tenant in the leasing of a 1,770-square-foot retail space at 4525 Forest Drive, Columbia.

The post HOT PROPERTIES: Commercial real estate deals across South Carolina appeared first on SCBiz.

Funding is available to technology startups focused on improving rural health access.

According to the South Carolina Research Authority, the Tech Catalyst Fund is one of five initiatives within South Carolina’s Rural Health Transformation Program, administered by the Centers for Medicare & Medicaid Services and the South Carolina Department of Health and Human Services.

Health and Human Services has contracted with SCRA to manage and administer the Tech Catalyst Fund, leveraging SCRA’s expertise in fostering innovation, supporting startups, and driving economic development through technology investments, according to a news release.

“We look forward to partnering with SCRA to promote consumer-facing, technology-driven solutions to drive development and innovation across rural South Carolina,” Health and Human Services Director Eunice Medina said in the release.

Funds will go to tech startups developing technologies that address the challenges and unmet needs of rural South Carolina. These funds will focus on prevention and management of chronic diseases, while increasing quality, affordability and access to care.

“Being selected by SCDHHS to help address chronic disease in our rural communities — both across South Carolina and throughout the nation — signifies our continued commitment to health technology innovation statewide,” said SCRA President and CEO Bill Kirkland. “Over the past several years, we have witnessed remarkable innovation statewide, and we are confident this program will serve as a vital catalyst in advancing the latest solutions to reduce chronic disease and ease the significant burden it places on our state. The Tech Catalyst Fund will drive the development and deployment of medical innovations, bringing meaningful change to those who need it most.”

The Tech Catalyst Fund will deliver non-dilutive funding to early-stage medical technology companies dedicated to addressing the growing health care challenges and rising costs facing rural South Carolina communities. Supported by the Centers for Medicare and Medicaid Services, the fund places a strategic emphasis on the prevention and management of chronic diseases — helping to improve the quality, affordability and accessibility of care for those most vulnerable.

Visit scra.org/techcatalyst for detailed information on eligibility, application requirements, due dates, and frequently asked questions and answers. Interested applicants should contact techcatalyst@scra.org.

The Rural Health Transformation Program is supported by the Centers for Medicare & Medicaid Services of the U.S. Department of Health and Human Services as part of a financial assistance award totaling more than $200 million with 100% funded by CMS/HHS.

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