CONSOLIDATED

COMPANYCONTAINER

T H E N E E D

H O W N E W H Q F O R C O N S O L I D AT E D

C O N TA I N E R C O M PA N Y E N A B L E S G R O W T H A N D

S T R E N G T H E N S C U L T U R E

S O L U T I O N

I M PA C T

K E Y S TAT S

03

05

1316

Cont

ents

“The private offices were these dark closed-in boxes. People came by looking for you but they had no idea if you were even there, or on the phone. They’d press their ear against your door and listen for sounds,” said Jeff Brubaker, Senior Vice President of the Operations Service Group at CCC, which includes overseeing real estate decisions. “It was dated, it was crowded, it wasn’t collaborative.”

04

C O N S O L I D A T E D C O N T A I N E R

C O M P A N Y I S A L E A D I N G P R O V I D E R

O F P A C K A G I N G S O L U T I O N S

F O R B E V E R A G E S , H O U S E H O L D

C L E A N E R S , A U T O M O T I V E

C H E M I C A L S A N D H U N D R E D S O F

O T H E R P R O D U C T S T H A T T R A C E S

I T S R O O T S B A C K T O T H E E A R L I E S T

D A Y S O F T H E P L A S T I C S I N D U S T R Y .

C C C ’ S N A T I O N W I D E N E T W O R K

O F 6 0 F A C I L I T I E S C R E A T E S A

P O W E R F U L I N T E G R A T E D S U P P L Y

C H A I N D R I V E N B Y I N D U S T R Y -

L E A D I N G C A P A B I L I T I E S A N D

U N P A R A L L E L E D S E R V I C E .

Y E T T H E A T L A N T A - B A S E D

C O M P A N Y ’ S H E A D Q U A R T E R S

O F F I C E D I D N ’ T R E F L E C T I T S

I N N O V A T I V E C U L T U R E A N D B R A N D .

The 20-year-old space hadn’t been

modernized, and tall cubicles isolated

employees from their colleagues and made

it difficult to collaborate on projects. It was

also constraining their efforts to recruit the

brightest and best talent. There wasn’t much

natural light, and long dark corridors made

the office feel like a cave.

There were technology constraints as well. There were never enough electrical and data outlets

to plug in computers or charge mobile devices. Most conference rooms didn’t have monitors

or teleconference equipment, making it difficult to communicate with employees at their other

60 locations across the country and hindering their ability to do video interviews with job

candidates. Operations were being impacted.

IT WAS TIME FOR A CHANGE.the

need

03

GET TO KNOW US

C C C L E A D E R S H I P C O M M I T T E D TO E N G A G I N G E M P L O Y E E S E V E R Y S T E P

O F T H E WAY TO E N S U R E T H AT A N E W H E A D Q U A R T E R S S PA C E W O U L D

H E L P T H E M D O T H E I R B E S T W O R K , S H A R E T H E I R B R I G H T E S T I D E A S

A N D TA K E P R I D E I N T H E C O M PA N Y ’ S S T R AT E G I C G R O W T H P L A N .

the

solu

tion

05

C C C E X E C U T I V E S I N T E R V I E W E D S E V E R A L

L A R G E N A T I O N A L C O M M E R C I A L R E A L

E S T A T E B R O K E R A G E F I R M S I N H O P E S

O F F I N D I N G A P A R T N E R W H O S E V A L U E S

R E F L E C T T H E I R O W N .

W H E N T R A N S C E N D F O U N D E R & C E O

P A T R I C K B R A S W E L L A N D D I R E C T O R

O F C L I E N T S E R V I C E S K R I S T I F A R L E Y

T A L K E D A B O U T T H E I R R E L E N T L E S S

F O C U S O N C U L T U R E , D A T A , S P E E D

A N D S E A M L E S S S E R V I C E , I T

R E S O N A T E D W I T H C C C L E A D E R S H I P .

“WHAT I PERCEIVED FROM SOME OF THE

OTHER PEOPLE WE INTERVIEWED WAS

INFLEXIBILITY. IT SEEMED AS IF PATRICK,

KRISTI AND TRANSCEND WERE WILLING

TO WORK WITH US IN OUR ENVIRONMENT,

MEET US WHERE WE WERE AND HELP US

LEAD THROUGH,” BRUBAKER SAID. “IT

REALLY WAS THE TECHNOLOGY, THE DATA

ANALYSIS AND THE CULTURAL FIT

WITH TRANSCEND.”

Brubaker also liked that Transcend only represents tenants, unlike most of the large corporate firms whose

clients also include landlords, developers and other parties with divergent interests.

“Transcend was so different in their approach. They had fresh eyes and I absolutely knew with 100%

certainty that they had my best interests at heart and none of the conflicts that the big corporate firms

have,” Brubaker said.

Transcend began the CCC project by studying the constraints of its current space, such as how the layout,

furniture and cubicles made it hard for people to talk to each other or have impromptu meetings about

projects. Transcend also studied CCC’s business operations and workflow to diagnose bottlenecks and

recommend strategic improvements that would make people more productive.

Those findings were augmented with a detailed culture survey that revealed insights into what employees

thought about the current space and what they wanted in the future.

“They took the time to understand us, how we do our work and what our culture is like, and the results

were pretty insightful,” Brubaker said.

About 60% of employees said they’d outgrown their space, and 85% said the old office was a negative

or neutral reflection of the company’s culture. They wanted more space for small group meetings and

collaborating on team projects, yet also needed private areas for quiet “heads down” time to focus on solo

work.

Many employees begged for more windows and natural light, and several said they went hours on end

without so much as a glimpse of sunshine. They wanted to be close to the interstate highways.

8

Transcend IT for all low-voltage cabling and a new security

access system, while a Transcend team led by Braswell and

Farley oversaw project management for the entire process.

While some brokers approach landlord negotiations with

an adversarial and combative mentality, Transcend’s

discussions with the landlord at 2500 Windy Ridge,

Griffin Capital Essential Asset REIT, were productive and

collaborative throughout the entire process.

Transcend had detailed data on how much space CCC

needed now and in the future, and what it was going to

cost to design and build out the space to meet their needs

and propel their business forward.

“It’s a completely different discussion with the landlord

when you can talk in detail about why this space is going

to support the tenant’s business growth and how much

it’s going to cost to configure the space to enhance their

operations,” Braswell said. “The landlord knows you have

a solid business case for the terms you are asking for, and

everyone walks away feeling like they got a good deal.”

The final lease terms were a double-digit improvement

from the initial proposal from the landlord. CCC signed

a 13-year lease for 52,000 square feet, which includes

right-of-first-refusal options on additional space to support

future growth. About 100 employees occupy the space,

with room for another 100 over time.

CCC leadership and Transcend leadership used these

insights to begin working on high-level design and

layout concepts, and to focus on available spaces in the

Cumberland/Galleria submarket that are close to where

the majority of employees live.

“CCC has a very nimble and entrepreneurial culture, and

they wanted their new space to amplify that,” Farley said.

“As we studied their business and workforce, we listened

intently to what they needed so we could create a space

that would empower their people to do their best work.”

After touring several spaces, a vacant building at 2500

Windy Ridge was an immediate standout.

Formerly the headquarters for a soda bottling company

called Coca-Cola Enterprises, the 16-story Class A building

has large open floor plates, lots of windows that let in

natural light, high ceilings, walking trails and beautiful

views of the Chattahoochee River.

It also has easy access to I-285 and I-75, two of the major

artery highways for Atlanta commuters, and is near the

new $1.1 billion SunTrust Park baseball stadium where the

Atlanta Braves play.

Before starting lease negotiations, Transcend handpicked a

trusted team for architecture (Cooper Carry), construction

(Choate) and furniture (Office Creations) to create a

budget for design and buildout of the space. CCC chose

The new space, driven by Farley’s strategic plan and designed by

Cooper Carry, reflects CCC’s brand and culture. There is a mix of private

offices, open seating and lots of small meeting rooms and breakout

spaces. The design features industrial elements such as concrete and

wood that echo its manufacturing operations, and the bright red color

of its logo was used on painted walls, flooring, furniture and artwork

throughout the office.

That same strategic plan and Transcend’s proprietary process allowed

CCC to relocate its innovation lab from an offsite warehouse to the

new headquarters office by proving that CCC could take less space

than initially thought, while still allowing for growth and consolidation

of other functions and divisions. The innovation lab features displays

that show how products are made and new products that are under

development.

CCC’s entire IT infrastructure was upgraded in the new space. A team

from Transcend IT, led by Chuck Dean, installed more than 120,000

feet of cabling including Cat6, Cat6a (which supports 4K video), HDMI,

coaxial and USB to future-proof the office. There are more than 650

voice, data, and A/V outlets in the new office, with at least two for

each person.

Transcend IT also installed a new 13-door cloud-based card access

system by Brivo, which lets employees badge into the space using

either a keycard or their smart phones and is fully integrated into the

building’s overall security system to allow access outside of normal

business hours. Other elegant solutions include a small battery-powered

wireless card reader that was installed with a special adhesive on an all-

glass wall that controls access to the innovation lab.

“ W E S P E N T H O U R S A N D H O U R S E A C H

W E E K C O O R D I N A T I N G A L L T H E S E P I E C E S

A N D M A K I N G S U R E T H I N G S H A P P E N E D I N

T H E R I G H T S E Q U E N C E S O E V E R Y T H I N G

W E N T S M O O T H L Y , ” S A I D B E N B U I E ,

F O U N D E R A N D C H I E F T E C H N O L O G Y

O F F I C E R O F T R A N S C E N D I T .

C C C M O V E D I N T O T H E N E W

H E A D Q U A R T E R S O F F I C E I N A U G U S T 2 0 1 8 ,

A N D I T I S A L R E A D Y H A V I N G A P R O F O U N D

E F F E C T O N T H E C O M P A N Y ’ S W O R K F O R C E

A N D O P E R A T I O N S .

“ I T ’ S T R A N S F O R M A T I O N A L F O R O U R

C O M P A N Y , ” B R U B A K E R S A I D . “ T H I S I S

U N B E L I E V A B L E S P A C E . I C O U L D N ’ T B E

M O R E P L E A S E D . ”

12

CCC’S NEW HEADQUARTERS SPACE HUMS WITH

ENERGY AND ACTION.

Executives can conduct video conferences

with employees across multiple factories

and warehouses from any conference room,

and recruiters can do remote interviews with

job candidates who are out in the field.

The entire office is flooded with natural

light, and there are beautiful views of

the trees and walking paths outside from

almost anywhere in the space. There are

360-degree views of downtown Atlanta or

the new SunTrust Park. Groups of employees

often eat lunch at tables on the outdoor

patio, or take walks on the paths that lead

to the river’s edge.

CCC is benefitting from attractive terms on

a long-term lease that was structured to

accommodate future growth and enable the

company’s operations.

Transcend’s data-driven process and

strategic plan resulted in a 20% savings on

both hard and soft costs.

There are open areas where teams work

together on projects, plus plenty of small

private rooms where employees can make

phone calls or focus on quiet “heads down”

solo work.

Small groups of employees catch up over

coffee in the new kitchen area, or huddle

up in breakout spaces for meetings. When

employees from field offices visit, there

are productive impromptu discussions that

might not have happened otherwise.

“The other day, in just one hour, I had eight

interactions with people about things that

were important, but maybe if that person

was sitting in their office and didn’t know

if I was around or tied up with something

else, they wouldn’t have called me to ask,”

Brubaker said. “It’s those ‘Hey, do you have

a minute?’ conversations that can be so

important to propelling a business forward.”

14

the

imp

act

13

“ I T ’ S 1 0 T I M E S B E T T E R T H A N A N Y T H I N G W E

C O U L D H A V E I M A G I N E D . T H E O U T C O M E W A S

1 0 T I M E S B E T T E R , T H E P R O C E S S W A S 1 0 T I M E S

B E T T E R , ” B R U B A K E R S A I D . “ T H E Y R E A L L Y

L O O K E D O U T F O R U S A N D G O T U S A G O O D D E A L

E C O N O M I C A L L Y . T H I S I S T H E R I G H T K I N D O F

S P A C E F O R U S A N D I T F I T S O U R C U L T U R E .

I T E X C E E D E D O U R W I L D E S T V I S I O N . ”

WWW.TRANSCENDCRE.COM

5 2 , 0 0 0

T H E N U M B E R O F S Q U A R E F E E T L E A S E D

1 3

Y E A R S O F L E A S E T E R M

1 2 0 , 0 0 0 +

F E E T O F C A B L E I N S T A L L E D

6 5 0 +

N U M B E R O F O U T L E T S I N S T A L L E D