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Stephen Murray: Economic Development Enthusiast

Stephen Murray is a native Beaufortonian enjoying lowcountry living with his wife and twin daughters. He is President and CEO of Kazoobie Kazoos, LLC and New South Shirts as well as a Beaufort City Councilman, Chair of the City's Economic Development Subcommittee, on the Beaufort Digital Corridor Foundation Board, Chairman of Beaufort County Economic Development Corporation, on the Executive Committee for the Southern Carolina Alliance, and has a seat on the Board of Trustees for Leadership South Carolina.

Stephen was the catalyst for the creation of the Digital Corridor. After visiting the Charleston Digital Corridor along with William Prokop, City Manager, they realized Beaufort was in a similar situation to Charleston fifteen years past; young people leaving, per capita income shrinking and housing prices rising. Diversity is tough when graduates from our educational institutions are leaving the state for employment elsewhere due to lack of economic opportunity. The goal of the Digital Corridor is simple: attract, nurture and promote Beaufort's tech economy.

As a third generation Beaufortonian, what made you want to stay in Beaufort?

The more you see the rest of the world you start to realize just how special this place is. The natural beauty has been very well-preserved, development has been limited, we've done a nice job with historic preservation, downtown Beaufort is a very unique place. Others are trying to copy what we have here. But I think what really makes this place special though, is our people. We are an extremely friendly, hospitable, welcoming place whether or not you're a third or fourth generation Beaufortonian, or you've been here a week or two or just visiting for the day. We are diverse in terms of socio-economics, race, backgrounds– we've got the military influence, African American influence, folks that have come in from the northeast going all the way back to Reconstruction. After you see big cities and feel the coldness of some places, being able to live in a place like this with the warmth is really what drew us back.

What was your first job, or most memorable early job? What did you learn from it?

I got into theater at Beaufort High School in the mid-nineties when there was a burgeoning arts scene. Bit by the theater bug, it gave me a place and I was able to make a job out of it. I made good money (for a kid in high school) running lights and sound, managing USCB's performing arts center and the Shed Center for the Arts in Port Royal.

Did you have an entrepreneurial drive early on, or did you acquire it through experiences?

My dad was self-employed, and I admired his freedom and flexibility. I'm very Type A and like to challenge authority, and so the idea of having a boss never appealed to me, although I've had some great bosses. I've tried to figure out how to create my own destiny. I like the risk-reward relationship of owning your own business–the harder I work, the more I put in, the luckier I am, the more I can achieve.

What drew/inspired you to your current business?

I got connected with the "King of Kazoo", Rick Hubbard, on the classified site for theater gigs. He made a living traveling all over the country playing kazoo at family festivals and motivational kids' shows. I applied for the job of production manager for a six-week tour. We headed to California in a custom motor coach, spent a week in Los Angeles, a week in Vegas, a week in Texas; I was getting paid to see the country. Because we hit it off so well, after we returned he extended my contract for a year. Ultimately, I didn't like living out of a suitcase and I wanted to get back home, someplace grounded. In the early days of e-commerce, we didn't take credit cards and getting a couple of orders per week was turning into "work" for Rick, so I joked, "I'll take over the kazoo business". He put me in charge of the business, and we opened a little office in Hilton Head with no windows, no air conditioning or heat, but sales grew by about forty percent in less than six months because someone was there to answer phones.

A year and a half later, our largest supplier lost a large percentage of their business due to offshore competition. I was nineteen and flew to Detroit to take a look at the operations. As the old saying goes, "All you need in this life is ignorance and confidence, and then success is sure" (Mark Twain). We went from basic internet retailer to manufacturer, OEM, overnight. We then found a manufacturing community with eighty injection molders in the St. Petersburg-Clearwater-Tampa, Florida area who had the capacity to do what we needed. I was twenty-two at the time, and the idea of a big city and the vibrancy of what it offers– major league sporting events and a great music scene– was cool, so we moved the business to Port Richey, Florida. We did that for seven years, and then brought the business back to Beaufort. In 2012, my wife and I were able to buy the assets of the business. This month is eighteen years in the kazoo business.

What is your management style? Why is that your approach? Has it changed over time?

My first approach was command and control, "do as I say, not as I do". I lost a lot of good employees by acting like that and at some point, I had some self-awareness to say this isn't working very well. I'm not sure where it changed, but I try to lead by example. I don't ask my people to do anything that I wouldn't do; it's a team effort.

What's the hardest or most important lesson you've learned in business life?

It goes back to the management issue with being bossy and losing really good people. I burned those bridges, and in hindsight there's some regret because some of them might still be with me today and were very talented employees.

What do you look for in the people you hire?

A mentor of mine used to say, "hire character and train skill." I'm more interested in the person you are rather than what you are able to do. I set high expectations for productivity and I expect you to be self-motivated, a person of integrity with a good attitude because when it comes to our customers it's really about taking care of people. I want you to leave any outside drama at the door, feel good about your work, and know leadership cares about you and your opinion.

What's a snippet of business advice you have to give?

Don't let problems fester. Few things get better on their own. Let's put them on the table and figure out how to solve them. It's not about blame, it's about there's a problem organizationally, let's get to the bottom of it, let's try to fix it, let's move forward with purpose.

When did you become civic-minded?

Lowcountry Economic Network helped move the business to Beaufort and I got to know Connie Hipp, who asked if I could sell her some kazoos for the Youth Leadership Program at Beaufort Middle School. I was happy to donate some kazoos but wanted to know more about the program– a spinoff of Leadership Beaufort, which brings a diverse group of people together through a nine-month leadership program. I had been gone for ten years, most of my old friends were gone, so this might be a good way to get back in the community and build a network. I was accepted into the program and found it was like a backstage pass to Beaufort, like the Wizard of Oz when you pull the curtain back. What Leadership really got me excited about was economic development; it opened my eyes to the lack of opportunity here for those of us who have to work for a living. My friends that grew up here had similar stories: we'd love to live here but there's simply not the kind of jobs you need unless you create it for yourself; or you're a doctor, teacher, lawyer, you've got a family business. I became a serial volunteer overnight and got a lot of fulfillment out of helping other people and organizations. You meet a lot of great and intelligent people that you probably wouldn't meet otherwise.

How do you juggle your personal/professional/civic duties?

Fortunately, I have a great team around me and "juggle" is a good metaphor. My mom is extremely supportive and is also my VP of Operations. I have an amazing wife who is very patient with me and is supportive of these civic pursuits. Now that my kids are getting older I want to spend more time with them. I have a great staff that picks up the slack in the shop and fills in the holes when I'm out. It's an ongoing conversation at my house. Working as part of the board structure, in leadership and as part of a team, I get fulfillment out of seeing things be successful. While I enjoy my businesses, and I enjoy making money, creating something out of an idea or a concept and taking care of my people, I get a different kind– maybe a better sense of fulfillment–out of making my home better, making my community better, something that's going to last generations and have a bigger impact on people. And that's my internal struggle between my businesses and entrepreneurship and community work.

What does a councilman do? (what I actually do vs what others think I do...)

Folks think as a council member I can just wave this magic wand and fix their problem: pave their street, make it to where they don't need to do something in their building to meet ADA standards, reduce their taxes... the reality is I'm a very small part of a very big machine. I certainly have influence, but I'm one of five in a democracy. We operate as a unit. It takes time to move the ship– I am not working in the engine room; we are up top setting the course for the ship. The other misconception is "how did you let so and so build that there?" Private property rights are the foundation of this country, and with the framework of zoning and land use ordinances property owners can do what they want with their property and the government can do very little without being sued.

What is it going to take to get things done?

The mission of the organization always needs to be the priority. It's a slow, steady, persistent grind that leads to success. I've had five businesses, and only one of them was profitable in the first year. The others took a few years, and that was just me and a couple other folks figuring out how to make a product– not trying to reinvent an entire economy. It takes a sustained effort, setting reasonable benchmarks, achieving those and proving we are being responsible with resources. Have some patience and have some faith; results won't happen overnight.

What do you see as the future of Beaufort and the surrounding area?

Prioritizing natural preservation, historic preservation and the sense of warmth and diversity of our people– that's what makes us who we are. Census data shows that we're running off young people right and left, and the per capita income is falling but the cost of living is increasing. That's going to have a dramatic effect on the diversity of our community long-term, so that's what the Digital Corridor, Economic Development Corp. and these other programs put in place are about. A higher density of people brings access to a higher level of amenities and influences our educational system. Public transportation, either by water or by ground, starts to make better sense.

Previous administrations and council members had the foresight to create our codes and land use to direct dense mixed-use community centers and mixed mode of transportation methods. We've got the opportunity to be a really cool city surrounded by natural beauty with historic resources, a great educational system, economic opportunity whether it's in tech and innovation, restaurant and retail or the service industry, and a vibrant arts and cultural scene wedged in between the bustling centers of Charleston and Savannah and southern Beaufort County. We'll have access to larger centers within an hour and still live in this sort of small, funky, authentic town. I'm really optimistic about our future. I think it's going be a cool couple of decades.

What do you want for your children that you didn't have?

For my girls, I want them to have a similar life to what I did–to develop an appreciation for nature. I'd like for them to have more worldly exposure. I was fortunate enough to be able to travel as a late teenager, and I'd like that for my girls earlier in life. We're a global community now. They need to be comfortable with it, appreciate it and know how to function within it. I joke that the Digital Corridor and these things we are doing are a "selfish pursuit" for me because my girls are four now and if they choose to stay here or go off to college to find themselves and decide to come back, there will be something for them. They'll be able to provide for themselves and their families and take advantage of how special we are economically.

Who has been the biggest influence on your business and/or political life? Why?

I've been fortunate to find intelligent, caring, diverse mentors in my life. My grandfathers were big influences– one had a technical mind, a master plumber; the other was a native Beaufortonian real estate agent and in sales. One gave me the passion for the technical and being able to fix stuff around the house, and the other taught me how to meet people and build relationships. At the Shed Center for the Arts, Pete Cotter and his wife created a vibrant, exciting, funky community arts center with dance classes, portrait classes, a coffee house with spoken word, music and movies. It was a tremendous sacrifice, but it was their real passion. It struck me that here was a guy who had personal wealth and could go out and buy a boat or play golf, like most normal Americans, but instead he was investing in the community. He left a lasting impression on me as someone successful in business, willing to invest personal wealth into something you care about, and to think about problems broadly. Also, Rick and others I encountered with the kazoo business have been great mentors, willing to take the time with me. I was just smart enough to listen and absorb lessons they were trying to impart on me.

What inspires you?

While I lay in bed at night I often think about economic development. It may not be as direct as working in the soup kitchen, but I don't think anything is more liberating and creates true freedom like economic freedom. When you aren't worried about the roof over your head, when you can take the job that you want to take or not, or move where you want to move, that is a gift of dignity and freedom. I'm pretty optimistic and believe that the majority of us just want opportunity and given that opportunity will work extremely hard to raise ourselves to the next level. I try to work in pursuits that will help create that opportunity for people.

Are you a Mac or a PC? iPhone or Android?

PC. Android.

What's a book you always recommend?

I'm into biographies, current and past figures, of all kinds but especially in business. I also do a lot of reading about leadership and team development and team dynamics. The Five Dysfunctions of a Team is good for those working in groups. Who Moved my Cheese? is a good one on leadership. The Closers talks about closing sales.

What is your usual cafe (or other restaurant/pub) order?

My favorite restaurant is Old Bull Tavern. I've been going there since they first opened, and if I see staff that have been there and know me I get that warm friendly welcome. What sets them apart is when I walk in and there's a new server who doesn't know me, I still get that same kind of treatment. And the food is a great value, it's priced right, it always comes out impeccably prepared, the environment is warm, friendly, cozy. They don't do all of the things right on one time; they do it consistently. To delight consistently is what separates the good from the great. Shrimp appetizer or the chicken liver pâté. And then the lamb shank. With a Maker's Mark and ginger. That's the go-to.

Alder Energy Systems Completes Installation of Fifth and Final Municipal Building in Beaufort, South Carolina

Alder Energy Systems LLC, a trusted South Carolina turnkey solar provider, is pleased to announce the completion of five solar installations on municipal buildings for the City of Beaufort in conjunction with Johnson Controls. The city's buildings with solar now include two fire stations, the Public Works building, the Police and Courthouse, and City Hall. Combined, these installations include 876 panels producing 365.5 MWh of solar energy annually.

"This long term strategic investment in Beaufort reduces their operating costs and saves the city and its citizens money. Also sets a fine example of environmental stewardship for other communities to follow - that renewable energy projects do pencil out," says Vice President Craig Knowlton.

Additionally during the installation process, Alder Energy Systems teamed up with SmartPower and Solarize South Carolina to host educational workshops for Beaufort residents. These workshops intended to educate the local residents of about the benefits of Residential Solar.

"Residents of Beaufort are eager for the facts on solar energy," said Sara Hummel Rajca, Community Outreach Manager for Solarize South Carolina. "Attendees of the workshops showed a great interest in solar and this was due to the City's support – through both their rooftop systems and the proclamation to Solarize Beaufort."

Beaufort is not the only city in South Carolina to step up to the plate with a significant solar power initiative. Many cities across the state are carrying out projects like these in an effort to reduce utility costs while reducing their impact on the environment. There are state and federal incentives available for both businesses and residences when transitioning to solar power. Beaufort and other South Carolina cities and businesses stand to save millions in utility costs through clean, solar energy. Now is a great time to make the switch to solar.

Google Co-Hosts Broadcast with Beaufort Digital Corridor

The Beaufort Digital Corridor will host a Google #PartnersConnect event on May 2, 2018 in partnership with BDC board member, Jess O'Brien. The event, co-hosted with Google, is about how digital marketing can help you thrive on the Web.

This local SEO Broadcast is a no-cost event highlighting how online advertising is not just for techies -it can help any business grow. Watch a broadcast of Google thought leaders discuss the value of online advertising and how to succeed on the web. Speakers and panelists have been selected for their proven expertise in digital advertising.

"This is a live stream event directly from Google, right here in Beaufort. A Google Partners Connect event could be the doorway to other beneficial Google events at the Beaufort Digital Corridor, maybe even a Techstars Startup Weekend down the road including our partners in Beaufort County," said Jess O'Brien.

Community, the most important pillar of the Beaufort Digital Corridor, is the relationship between the Beaufort Digital Corridor, member companies, and the greater public. The BDC supports Beaufort's business community through hosting events like this. While they are tech-related, they are meant for anyone wishing to listen and learn. 

BMH Care Anywhere - Digital Health Innovations

BMH Care Anywhere uses telemedicine technology to securely connect patient and provider via virtual visit anytime, anywhere. It was recently introduced by Beaufort Memorial Hospital (BMH) Digital Health Innovations group–-a unique, small group within the BMH system including Shauna Bishop, PMP, CSM and Director; Jonathan Lohr, Digital Health Technical Analyst; and Lisa Taylor, MBA and Manager of Telehealth Services. Shauna acted as spokesperson for our interview, with input from Jon and Lisa.

How does the Digital Health Innovations group fit into the greater BMH system?

We report directly to Russell Baxley, CEO, who pushes this group to continue to think towards the future of healthcare innovation. The organization has placed such an importance on the development of telemedicine, they created a special department to manage this and many other projects. In addition to the role out of BMH Care Anywhere, we were responsible for recently changing out the physician side electronic health records. We began in 2014 as a department of one (Shauna) bringing the project management side, then Jon on the technical side in 2016, and just recently Lisa on the practice management side.

What aspects are covered under "telemedicine"?

There are three major programs: The Harrison Peeples piece is a telemedicine center coming online in the rural Varnville area. Then, Medical University of South Carolina (MUSC) is the administer of a state grant fund promoting telemedicine in South Carolina–-a piece of that money being used for "carts". For example, if a new mother has a baby that needs a specialist that BMH doesn't have but MUSC has that specialty, then we can call MUSC. They immediately get on the cart on that side, we show the baby on this side and they can give care from a provider that we don't have here. We have an alliance from Beaufort to MUSC, then from Beaufort to Harrison Peeples. And finally, the BMH Care Anywhere piece.

What was the impetus to bring BMH Care Anywhere on board as a patient-provider tool?

As a hospital, we want to be more digital and have more data. We want to go beyond brick and mortar, to grow our footprint. Telemedicine is an opportunity for BMH to expand access to care to the residents of Beaufort County outside the four walls of the hospital or the physician's clinic. It is also a tool for connecting patients, who may not have a primary care provider, to those primary care providers. Possibly creating a relationship that we believe could improve the health of that patient. All of this happens while trying to create the most optimum patient experience for both established and new patients.

It could be great for people who are on vacation or spend six months out of the year here–-maybe they should have a primary care here. We are only advertising in South Carolina and Georgia, but you can use it anywhere. There's a whole demographic in the Bluffton area that has an option of which hospital they go to, being in-between. We're opening a micro hospital in the Bluffton area, and we'll have a telemedicine aspect there as well.

When was the idea presented and how long did it take to implement?

We presented to our CEO in September and got it done in about ninety days. We are doers. The original plan was to go the first ninety days with employees only, but because of flu season we went ahead and opened it up to the general public on December 28, 2017. Eventually, we're going to have multiple practices on the app, but right now it's just urgent care. When you log in, it's going to say OB, Telepsychiatry, Urgent Care... and you'll see providers associated with each one of them.

What infrastructure was needed?

There was really not much needed because it's a hosted app–-hosted by the vendor, American Well. It was really the branding of the app, getting ports open to point back to the vendor, and then doing some marketing and making sure our providers on the platform had the proper contracts in place. Acquiring IP addresses and licensing for the app store was on our end, and American Well handled the backend behind the scenes part of it. Jon was integral in getting this into the app store. Not to oversimplify it, we rebranded the app to be ours. Our CEO is very forward-thinking, very innovative and lets us do the right thing.

We spent evenings in meetings with our providers talking about the equipment they needed. Basically, they just had to have a PC/laptop and a webcam. A lot of them like to use dictation. As part of our Athena (electronic health records) upgrade, we went with an enterprise version of Dragon (dictation software) that is compatible with the BMH Care Anywhere software and it works very well. We did some training sessions with physicians to initiate connection from their side and see how they are going to chart, take notes, fill out prescription requests–-in the care summary they can send that prescription on and get notification in the app that it's available, ready and has been sent. The patient adds their pharmacy in the app.

Why did you choose this specific vendor?

We interviewed five vendors to figure out who we wanted to go with. It boiled down to the one we chose, American Well, and one other. A lot of medical systems have their own homegrown telemedicine, which is a great concept, but you don't have the number of providers available twenty-four hours a day, seven days a week. We chose to go with the vendor and not a homegrown app because the vendor solutions have infrastructure with hundreds of doctors.

Another reason is the next big thing the three of us are going to work on is kiosks at Publix grocery stores where patients will be able to have a virtual visit right there at the pharmacy. For example, let's say it's Thanksgiving and you burn yourself really bad and you don't want to sit in the emergency room. You don't want to wait until Monday when your provider is available, but you need a prescription and you might need more than just a virtual visit. You can go into the pharmacy and into our booth that will be branded BMH Care Anywhere Beaufort, and all the peripherals will be there: a thermometer, stethoscope, otoscope... but it will be private. The provider will come on and they'll have more hands-on information than just a virtual visit.

How did the doctors adjust/react?

Some of the busiest doctors were the ones that wanted to do it. They wanted to get up on Saturday morning outside of their office hours and do these calls because they think it's really cool. It wasn't the group we thought were going to sign up. To start, we only had eight providers, but again–-this is only a few months. We will have a "lessons learned" with these providers to talk about opportunities and ways we can improve and get more on board.

You're not going to do anything on the app as a provider that you wouldn't do physically in your office. If you're the kind of doctor that has to run a test before you can do an antibiotic, then you need to triage this call and say, "I don't think your baby needs an antibiotic; you can give them baby aspirin" (or whatever you do) "and you'll be fine." Or, "I think he needs an antibiotic, but in order to do that I'd like you to come into my office tomorrow and see me," and do more of a triage. They are going to be the same person on the app as they are in their office. The primary care provider sees the value of not taking up a thirty-minute slot at their clinic for somebody who just has a sniffle. They're encouraging these acute patients to use telemedicine.

How have the patients reacted? Is use as good as expected?

Over a thousand patients registered (as of March 1, 2018), far exceeding our goal of three-hundred-and-fifty downloads. Circling back with some of the first patients who used the app to get their one on one opinion: It's awesome–-within ten minutes you download the app, you see a doctor, and you're out the door to the pharmacy. We have not had one patient complaint, and every one of them has given the providers a five-star. There is data acquisition and questions as you close out of the app, quick and easy; not an intrusive survey.

How does insurance come into play?

BMH is ahead of the game. Right now, you can't use insurance with it. They all say it's on their road map for 2018 once the insurance companies come up with their standards and then start building their interfaces onto the individual apps, and they're still working on standards. It's about building those integration points, and there is no competition because we're all using a common vendor with common doctors. It's their way of getting those claims automated. In the end, the $59 will go toward the deductible.

If you have a flexible spending card or health savings account, you can use that to pay the $59. No copay, no additional fee. It's ideal for new moms that have to get babies out the door, or for the elderly who have to find a ride. However, we have found the demographic that is using the app is thirty to forty-year olds because of the convenience.

Are other regional medical facilities using similar technology?

In South Carolina there are only a couple of hospitals using American Well, but there are thousands of hospitals using it across the country. Besides the deep database of doctors, the big reason we chose this vendor was because they have peripherals, particularly the kiosks that we're going to use at Publix, as part of their operating system.

How has it impacted the number and type of in-person visits?

Over two hundred visits have been completed (as of March 1, 2018). The primary reason these patients used BMH Care Anywhere was the flu. The nice thing about that was they didn't go to the physician practice and get anyone else sick. They didn't go to an urgent care and lose that business, and they didn't sit in the emergency room and get somebody else sick.

What is the nature of issues encountered?

There are not a lot of issues, and Jon has had to handle only mild troubleshooting on our end. The only trouble on the app is if they don't see the list of physicians right away and there is a service key they have to type in. The app is cloud-based, and we as an organization are moving towards cloud-based apps just because we think it's more secure.

What other innovation is in the works or already exists?

We just started the new patient portal for the physician practices, so you can log in and see exactly what happened at your appointment. We have the portal for the hospital. We've got the new occupational medical clinic urgent care as part of our population health plan where we look at all the different employers in Beaufort County and point them to that clinic not only for their new hire drug screening, but also for workers comp.

As part of our population health plan, we're going to have software that looks at each one of those populations and puts together care plans. For someone that comes in at medium risk for diabetes, we'll have a care plan for anybody within certain parameters and we will follow up to make sure they are doing what they need to do to not get to a higher risk of diabetes.

Peds Telepsych is on the road map. Let's say a fourteen-year-old gets pregnant and they need to talk to a psychiatrist. A Peds Telepsych is not available in the Beaufort area so we look for one at MUSC that she could see via virtual visit at the Harrison Peeples office and have that private conversation.

Some of the best use cases our vendor has shared with us is lactation support, Peds Telepsych, OB... there are some best practices and strategies for the things we're going to tackle first. Right now, we're just focused on urgent care to figure out our reports. Primary care first, then the next focus is cardiology. The first visit is always in-person. They're going to put monitors on these patients, so that second visit would be at the Harrison Peeples telemedicine center if they're rural and out in that area. We'll have the software connected to those monitors to talk with our cardiologist at BMH.

Also, Amazon is getting into the telemedicine business, and one of the next big things is telepharmacy–-rural areas cannot afford a pharmacist. Though that's not something we plan to get into at this time.

*The Digital Health Innovations group will talk about Telemedicine in Beaufort at the May 11th Fridays @ the Corridor series.*

Stasmayer Recognized for Excellence in Managed IT Services

Stasmayer, Incorporated, an IT support and services provider, announced this week that CRN(r), a brand of The Channel Company, has named Stasmayer to its 2018 Managed Service Provider (MSP) 500 list in the Pioneer 250 category and to its 2018 Tech Elite 250 list. The MSP500 recognizes North American solution providers with cutting-edge approaches to delivering managed services. Their offerings help companies navigate the complex and ever-changing landscape of IT, improve operational efficiencies, and maximize their return on IT investments.

In today's fast-paced business environments, MSPs play an important role in helping companies leverage new technologies without straining their budgets or losing focus on their core business. CRN's MSP 500 list shines a light on the most forward-thinking and innovative of these key organizations. Moreover, the Tech Elite 250 lists honors an exclusive group of IT solution providers that have earned the highest number of advanced technical certifications from leading technology suppliers, scaled to their company size.

"Managed service providers have become integral to the success of businesses everywhere, both large and small," said Bob Skelley, CEO of The Channel Company. "Capable MSPs enable companies to take their cloud computing to the next level, streamline spending, effectively allocate limited resources and navigate the vast field of available technologies. The companies on CRN's 2018 MSP 500 list stand out for their innovative services, excellence in adapting to customers' changing needs and demonstrated ability to help businesses get the most out of their IT investments.The companies on the Tech Elite 250 list have distinguished themselves with multiple, top-level IT certifications, specializations and partner program designations from the industry's most prestigious technology providers. Their pursuit of deep expertise and broader skill sets in a wide range of technologies and IT practices demonstrates an impressive commitment to elevating their businesses–-and to providing the best possible customer experience."

"At Stasmayer, Incorporated we continue to outdo ourselves year after year, and yet we are still surprised and flattered when we get noticed. In this fast moving world we live in, the world we work in moves even faster. As we continue to forge our own way with the best IT delivery model and unique customer experience, we are extremely excited for what the future holds for our customers and for Stasmayer, Incorporated. We are very proud to add these awards to our growing list . This makes us even more more driven to push what we do even further. It truly is a privilege to do what we do. Plus, it's fun! And putting that fun in to our customers' IT investments has made all the difference. We've got IT going on!" said Richard Krenmayer, CEO, Stasmayer, Incorporated.

e-Fly Productions Video Release

Beaufort Digital Corridor member e-FLY Productions releases video: We were honored to meet Howard, a 93-yr old WWII Veteran, his extended family and his hospice caretakers at Skydive Walterboro where we witnessed more than Howard's love of planes and skydiving. We met an American Hero, and a philosopher who reminds us all to live life "one day at a time." -Emily Howell, Founder, e-FLY Productions

Beaufort Digital Corridor Announces BASEcamp Gallery

Beaufort, SC – March 28, 2018 – The Beaufort Digital Corridor is pleased to announce the opening of the BASEcamp Gallery, where local artists are invited to display and sell their work, in-tandem with downtown Beaufort's Spring Artwalk April 6, 2018.

BASEcamp Gallery reintroduces the public to the high-quality, professional work space that opened in 2017 with accompanying 100mbps internet connectivity, second to none in Beaufort. Halfway between downtown and the Sea Island Center Gallery, BASEcamp is a perfect stop in between these two participating Artwalk locations.

"BASEcamp Gallery gives Beaufort a chance to see the works of these talented students and artists up close and personal in our unique setting and raises awareness about the role of our technical hub in the greater community," said Beaufort Digital Corridor Chairman, Kevin Klingler.

Community, the most important pillar of the Beaufort Digital Corridor, is the relationship between the Beaufort Digital Corridor, member companies, and the greater public. The Digital Corridor supports Beaufort's visual arts community through the BASEcamp Gallery. We host a quarterly artist reception and invite Corridor members and community art lovers to attend.

Upcoming Events

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Coworking @ the Corridor

Want to work alongside entrepreneurs and check out what's going on at Beaufort Digital Corridor's BASEcamp? Join our resident community and like-minded remote workers each Friday for Coworking @ the Corridor at no cost.

Spend the day working out of BASEcamp, Beaufort's premier business incubator and coworking office. Pick a desk, settle in and get productive. High-speed Wi-Fi and access to conference space is included.

Coworking @ the Corridor

Want to work alongside entrepreneurs and check out what's going on at Beaufort Digital Corridor's BASEcamp? Join our resident community and like-minded remote workers each Friday for Coworking @ the Corridor at no cost.

Spend the day working out of BASEcamp, Beaufort's premier business incubator and coworking office. Pick a desk, settle in and get productive. High-speed Wi-Fi and access to conference space is included.

TECHconnect

TECHconnect is a monthly networking event held at BASEcamp for tech-related professionals with the goal of creating and advancing tech-progressive business potential. This is a limited attendance. Please RSVP to info@beaufortdigital.com