Light Doctor Light Doctor was founded in 1980. Light Doctor specializes in lighting and sign maintenance, energy retrofits and product sales.
Contact: Don Nielsen
21706 66th Ave. West
Mount Lake Terrace, WA 98043
Phone: (425) 481-5001
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We believe the way to advance our industry is by understanding the challenges faced by our customers. We believe we can build solutions to overcome those challenges. We believe our companies are the best in class and we are determined to lead by example. Join our Google Group and join in the discussions. We want to hear about your problems and the unique ideas that come from the best companies in the lighting and sign industry. If you'd like to take engage and growyour business, please contact PLASMA at
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to join us.
Visit our Google Group on the topic of lighting and signs:
As fuel costs increase and the
demand for power grows, expect your electricity bill to grow as well. To all
those who have not included energy conservation in their business plans,
this will be a wake-up call –- don’t be caught by surprise!
Did you budget enough for electricity bills this year? If not, you are
not alone. Who could have predicted double-digit increases in fuel costs
driving up utility expenses? Unfortunately, crude oil prices continue to
trend upward with no apparent end in sight.
The good news is that there is something you can do to control your
energy costs. In fact, it might surprise you to know just how valuable
energy conservation can be to your company’s bottom line.
Throughout the country, millions of dollars are wasted on inefficient
building systems –- HVAC, lighting, pumps, and motors -- that use more
electricity than needed. By replacing old equipment with high efficiency
equipment and adding new energy-saving technologies, businesses can
often gain operational and financial benefits beyond expectation.
When measured in financial terms, energy-efficiency projects, or
energy conservation measures (ECMs), can generate significant returns of
20% to 60% on capital improvement costs. A lighting retrofit project
alone might achieve a 50% internal rate of return (IRR). These are
numbers that will make any CFO sit up and take notice.
Upon implementing an energy-saving measure, the associated reduction
in utility bills represent a cash stream of “usable” or “savable” funds
that can either offset other operating costs or enhance operating
income. Think of the ECMs as “unrealized” cash streams waiting to be
tapped.
Generally speaking, energy-efficiency projects are different than
other capital improvement projects because of their cash stream
component, and should be evaluated on both operational and financial
merits, apart from typical capital improvements. A good rule is to place
energy-efficiency project on a separate list than other capital
improvements, and do them first.
Despite excellent cost saving opportunities, many energy-efficiency
projects are never accomplished because the cost of the ECM is often
greater than the company’s capital improvement budget allowance. The
conundrum, therefore, is… “How does one benefit from energy saving
measures if one cannot afford the measures?”
Interestingly, there is an ideal solution for addressing this aspect
of energy projects -– equipment leases. While companies frequently use
equipment leases in the normal course of their businesses for vehicles,
computers and photocopiers, they are often unaware that it is possible
to lease almost any fixed asset used in business operations, like HVAC
or lighting equipment.
Equipment leasing is a form of financial leveraging that eliminates
the large front-end payments in favor of smaller monthly payments over a
period of time. This allows for the “matching” of cash inflows (monthly
utility savings) and cash outflows (monthly lease rents).
For energy projects, the desired condition occurs when monthly
utility bill savings are greater than monthly lease payments. When
projects are properly leveraged using equipment leasing programs, they
become “sources of cash” that can be used to fund other expenses. Here
is an example:
Assume a lighting project for an office
building -- say, retrofitting 1,000 fluorescent fixtures with
energy efficient components. The project might cost about
$50,000, and reduce utility bills by about $1,666 per month, or
$20,000 annually. The project will have a “payback” of about 2.5
years on energy savings alone. The calculated internal rate of
return (IRR) is 49%.
Now, if this retrofit is procured under an
equipment lease program (capital lease) at 8% for 5 years,
monthly payments would be approximately $1,000 per month, or
$12,000 annually. When the monthly lease payments and utility
savings are netted together, the result is positive cash flow of
approximately $666 per month, or $8,000 annually – yes, positive
cash flow.
In addition to positive cash flow, the utility company will often
provide a rebate check to encourage energy saving, say $10,000. In
total, over a five year period, $50,000 of “usable” or “savable” cash is
made available to the customer, not to mention the operational
improvement to the property.
Through the use of leverage, the project IRR increased from 49% to an
number that cannot be calculated because there are no periods of cash
outflow. As illustrated, this energy project has become a real “source
of cash”, not just a “use of cash” like other capital improvements.
To some, this might sound too good to be true, but it is simple math
when investment returns are greater than interest rates. It does not
take “rocket science” to determine that borrowing at 8% to achieve
returns of 49% makes good economic sense.
Financial benefits like this are available to all those who choose to
take energy conservation seriously. Here are some financial tips for the
energy-minded:
Don’t underestimate the real value of energy efficiency. Find
out for yourself, because the results might surprise you.
Consider old inefficient equipment to be unrealized cash
streams, waiting to be tapped.
Place energy efficiency projects on a different “to do” list
than typical capital improvement projects. They might be sources of
cash.
Match your cash inflows and outflows. When possible, use
equipment financing to let energy savings pay for projects over
time.
If you think you can’t afford an energy project, think again.
There is definitely a “cost of delay” for energy inefficiency.
In summary, there are two important concepts to understand and
remember about energy-conservation measures. The first is simply that
the investment value of an ECM can be excellent, often much better than
traditional security investments. The second point is that thoughtful
use of financial leverage can make an ECM become a source of cash.
As fuel costs increase and the demand for power grows, expect your
electricity bill to grow as well. To all those who have not included
energy conservation in their business plans, this will be a wake-up call
–- don’t be caught by surprise!
Success recipe: Learn from failures and know difference between goals and dreams
Nashville Business Journal - by Jami Wilson
Success is not a lucky break. It is not a divine right, nor is it an accident of birth. You have to outwork everybody else in sight. You have to sweat the small stuff. Sweat the big stuff. Go the extra mile. Whatever it takes. Put your heart and soul into everything you do. Success is your choice.
This is a quote by Rick Pitino, who has obviously had much success. He instructed his team to, "Leave it all out on the court."
My entrepreneurial journey started with two business failures. I was totally unprepared to go into business and did not understand what it took to be successful.
I had worked for my dad's electrical contracting company during high school and college. After earning a degree in education, I didn't immediately find a teaching position. My father asked me to come back to work for him. I began to learn all aspects of business, from estimating to project and service management.
Five years later, my father closed his company. I had to decide how to pay the bills and support my son. Going out to find a job never occurred to me. I wanted to own a business.
My brother and I started an electrical contracting company when I was 28. This company struggled for five years before it closed. I then went into business as a partner with a man who had worked for my dad. We filed for bankruptcy after three short years.
My failures were due to traditional thinking - these companies were patterned after my father's business. What works for one person does not necessarily work for another.
Learning from these experiences, I gained the knowledge and maturity to know how to succeed.
Fifteen years ago, I started Stones River Electric with one electrician and less than $1,000.
This year, our volume will exceed $14 million and we have more than 100 employees.
There's a big difference between dreams and goals. Dreams are where we want to end up. Goals are how we get there., our day-by-day blueprint, the individual steps that provide achievable targets for improvement.
Tell your story. Brag about yourself and your employees. Tell your clients all the reasons they should use your services. They will believe in you because you believe in yourself. Perception is reality.
Hire the best people you can afford, to implement your plan. Work with people with a passion for what they do and see the difference in their accomplishments.
I never forget the failures. Lessons learned are the secrets to success. One thing that I've struggled with is letting go when I can't achieve a desired objective.
We tend to become so focused on one issue that we dwell on the negative and fail to look at the larger picture.
But when one door closes, another opens. Almost always, it is full of opportunities. Put the negatives behind you and look for the open doors.
Jami Wilson is president of Stones River Cos. in Nashville. stonesriverelectric.com n These remarks are adapted from her recent address to the graduating class of the Nashville Area Chamber of Commerce's FastTrac program.
Meet the Class of 2009 winners and congratulate them in person!
From hundreds of your nominations we have selected 31 outstanding women who are making great contributions to Middle Tennessee.
Don't miss this opportunity to meet these amazing women and learn more about their accomplishments!
All attendees of the luncheon will receive a copy of the February 6, 2009 special publication featuring profiles of all the women.
Thank you to our advertising table sponsors:
United Neighborhood Health Services and
Health InfoTechnics
Class of 2009 Women of Influence Winners
Behind the Scenes
Deborah Chapman
Questar Staffing
Mimi Fondren
Hospital Hospitality House of Nashville
Sariah Hopkins
Debut Broadcasting Corporation Inc.
Marion Ingram
Reliant Bank
Community Supporter
Brenda Black
Monroe Carell Jr. Childrens Hospital at Vanderbilt
Theresa Markum
Vanderbilt Univ. Medical Center
Idalba Tabares
Goodwill Industries of Middle Tennessee, Inc
Deborah Varallo
Varallo Public Relations
Corporate Executive
Paula Harris
Barge Waggoner Sumner & Cannon
Melissa McGuire
Bridgestone Firestone North American Tire LLC
Cheryl Read
HCAs TriStar Health System
Kim Vella
Tractor Supply Company
Chiquita Young
LeGacy Resource Corporation
Dynamic Duo
Lisa Davis and Anna Wilson
Jazz Recording artist and manager
Entrepreneur
Jami Hall
Stones River Electric
Cordia Harrington
The Bun Companies
Hannah Paramore
Paramore Redd Online Marketing
Claire Tucker
CapStar Bank
Pam Wright
Wright Travel
LeeAnne Denney
Health InfoTechnics
Family Business
Marlene MosesMoses & Townsend PLLC
This Event is sold out. We are no longer accepting registrations
If you need assistance or would prefer to place your order over the phone,
please call 615-248-2222 8am-5pm Monday-Friday or email
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The Biggest Lighting and Sign Serice Opportunities Come From Networking" by Darren Kimura
January 7, 2009
By Darren T. Kimura
Chief Executive Officer
Energy Industries
The Professional Lighting and Sign Management Association was founded in 2001 with the mission to create a better option for customers seeking national lighting and sign management services. We believed that the best services were performed by independent companies who take pride in their work, place their reputation behind every project or service call and understand and respect local laws and codes.
Back then the challenge was in pulling together the best independent companies who generally serve very specific cities, territories or regions in an efficient manner and do so at a competitive cost. By capitalizing on the resources from the largest independent contractors and combining the oldest and most respected companies in the lighting and sign industry the PLASMA lighting network was established.
Today the PLASMA LIGHTING NETWORK enables our customers access to the best lighting and sign management companies across the USA in a one-stop fashion. Our member firms are all established, credible and have earned their membership. The companies of PLASMA are the top quality firms who have deep client
relationships and strong ties to the community. We embrace collaboration between members because we understand it
helps us get in front of industry challenges so we can efficiently
deliver solutions to our customers. The association
provides members with an unbeatable combination: the comprehensive size
and scope of a large multinational company while offering their clients
the continuity, consistency and quality service of a local firm.
The PLASMA LIGHTING NETWORK means our companies hit the ground running bringing solutions to our customers quickly because we are experts in lighting and signs, we are staffed up, equipped and have the on-site inventory to handle your lighting retrofit, electrical, lighting or sign service need.
In this challenging economy it just makes sense to leverage off the existing ready-made nature of the PLASMA LIGHTING NETWORK to help keep your facilities and your business moving forward. If you are interested in learning more or to engage us please visit www.plasmalighting.org.
September 3, 2010 Professional Employment Organization
September 8, 2010
In Depth Look at Social Media
Schedule and topics subject to change. E-mail executive director,
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, to participate in any of these calls.
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