ASHRAE, and the engineers that make up its society, are responsible for setting the standard of building in the United States and many countries. Today’s guest, Ginger Scoggins, is the current Treasurer and served as chair for the Building Headquarters Ad Hoc Committee at ASHRAE. In addition to her work there, she is also president and co-founder of Engineered Designs, Inc. In this episode, Karl and Rico talk with Ginger about the new ASHRAE Headquarters in Peachtree Corners and this society’s amazing work.
ASHRAE is a global professional society committed to serving humanity by advancing the arts and sciences of heating, ventilation, air conditioning, refrigeration, and their allied fields.
“It’s just hyper important, especially right now in this world we’re in, to make sure that the standards that people need to adhere to when they’re designing buildings really help the occupants and the planet. And that we’re not contributing to the issues that we see today in terms of global warming and all of that.”
Ginger Scoggins
Podcast transcript:
[00:00:30] Karl: Hello. Today we’re speaking with ASHRAE and talking about advances in building technologies here in Peachtree Corners. Our guest will be Ginger Scoggins, ASHRAE Treasurer and Fellow, and the chair of the ASHRAE Building Headquarters Ad Hoc committee. And president of Engineered Designs Inc. I’d like to welcome everybody to the Capitalist Sage Podcast. We’re here to bring you advice and tips from seasoned pros and experts to help you improve your business. I’m Karl Barham with Transworld business advisors. And my co-host is Rico Figliolini with Mighty Rockets, Digital Marketing, and the publisher of the Peachtree Corners Magazine Rico, how are you doing today?
[00:01:08] Rico: Good, Karl. How are you? Ginger, good to see you.
[00:01:11] Ginger: Good to see you both.
[00:01:13] Karl: Excellent. Why don’t you tell us about our sponsor today?
[00:01:17] Rico: Sure. Peachtree Corners Magazine, which I publish six times a year is the publication that covers Peachtree Corners, not only in print, but online. And we cover it through podcasts, like the Capitalist Sage, Peachtree Corners Life, and even Prime Lunchtime with City Manager. So check us out, go to LivinginPeachtreeCorners.com and you’ll find out more information.
[00:01:37] Karl: Thank you so much for that. It is a pleasure to welcome Ginger Scoggins a member of ASHRAE and the current Treasurer. She’s also a Fellow with ASHRAE and the Chair of the building HQ Ad Hoc Committee for ASHRAE that helped build and design the new ASHRAE headquarters right here in Peachtree Corners. She’s also the President of Engineered Designs Inc. out of Raleigh, North Carolina. And a lifelong supporter of engineering buildings and design on the mechanical side. Hi, Ginger, how are you doing today?
[00:02:13] Ginger: Good. How are you Karl?
[00:02:15] Karl: I’m doing fabulous. As we get started in talking about the new headquarters. I’d probably like to just start with us learning a little bit about you and your journey in the business that you’re doing and with ASHRAE.
[00:02:27] Ginger: Sure. So I am a consulting engineer. I’m a mechanical engineer by training. Actually from Tennessee. I went to an engineering school called Tennessee Tech University. I’ve got about 30 years experience designing buildings. Started right out of college and worked for a consulting firm here in Raleigh. Worked for a couple of different firms for the first 10 years and then actually went out on my own about 24 years ago. So I’ve been running this business for 24 years, designing buildings in and around North Carolina, South Carolina area. So focusing on different types of buildings, we do a lot of university work. We do a lot of mission critical work, which is telecommunications or data center type work. And I’ve been an ASHRAE volunteer for almost that entire 30 years. Which ASHRAE is a volunteer driven organization. We have 56,000 plus members across the world. We work on designing and building sustainable buildings, promoting the industry. We write the standards for our industry. Most of the work I do is based on ASHRAE standards. We do write the standards that drive our industry and drive the building code when it comes to energy and indoor air quality. Which is especially important right now with the pandemic going on. The ASHRAE epidemic task force has been hugely instrumental in setting some standards and what to do with buildings. All different types of buildings in terms of outside air quality, how to deal with the pandemic, filtration levels. All of those items are hugely important right now. And always, but especially right now. And so ASHRAE works with all those standards and helps set the stage for how people like me do our job of designing healthy buildings.
[00:04:17] Karl: That’s fabulous. I noticed for folks that don’t know, ASHRAE stands for American Society of Heating, Refrigerating, Air Conditioning Engineer. Did I get that right?
[00:04:27] Ginger: You got that perfect.
[00:04:29] Karl: Oh, excellent. Why don’t you tell folks a little bit about the mission around ASHRAE? Why does such an organization exist and how does it help, you know, people, investors, building owners, build more sustainable, safe, and comfortable buildings.
[00:04:43] Ginger: Well, sure. So ASHRAE whether, you know or don’t know, most states in the country have an energy code. And that energy code is based on ASHRAE standard 90.1 in most instances. And so those standards like 90.1 and ASHRAE 62, which is an outside air requirement standard. Those help us make sure we’re building buildings that are healthy for the people in the building, as well as to conserve energy use, to help our planet. ASHRAE is working really hard right now in the decarbonisation world. And we have a task force for building decarbonisation. On how we can build buildings that use less carbon, reduce our carbon footprint. It’s just hyper important, especially right now in this world we’re in, to make sure that the standards that people need to adhere to when they’re designing buildings really help the occupants and the planet. And that we’re not contributing to the issues that we see today in terms of global warming and all of that.
[00:05:53] Rico: Yeah. It’s interesting. I think that the standards that you set don’t just affect, like what some people might think is just air conditioning, heating. It probably affects the standards of windows that are being installed in buildings, the double pane, the gas, installation of those. There’s a variety of industries actually that ASHRAE effects.
[00:06:12] Ginger: Well, exactly right. And when you’re designing a building, and it’s not just mechanical engineers, such as myself, but architects, electrical engineers. You know, ASHRAE sets those levels of the lighting, light power density that you can put in buildings so you know how much energy you’re using for those. We also set what the U values should be for your walls and your roof in order to meet the energy code and to be 90.1 compliant. In terms of the entire building, ASHRAE standard 90.1 is in our industry, what we use to make sure we have a building that is compliant with energy code.
[00:06:47] Karl: I’ve seen data that shows when you think about energy use in the country, buildings account for anywhere from 20 to 35% of energy use. People think of cars and pollution, or they might think of just industry. But if you think about how many commercial and residential buildings there are in the country, it’s a large contributor of energy use that affects the energy grid itself, as well as global warming. And I know that ASHRAE has been leading the challenge in education for engineers today and in the future on how to be more efficient in their designs, and were able to incorporate that right here in Peachtree Corners and in the headquarter building. How did that come about and how did you get involved in bringing some of that technology to the headquarter building in Peachtree Corners?
[00:07:42] Ginger: So we were actually down the road a little bit in Brookhaven, And had renovated our building in 2010 to be a lead platinum building. And were very happy there, but we started getting surrounded by the new CHOA campus that has gone there. And that’s taken over that entire block if not more right there.
[00:08:06] Karl: Children’s Hospital of Atlanta?
[00:08:08] Ginger: Children’s Hospital of Atlanta, yeah. So as ASHRAE does with anything, we set up a committee. And I was actually an ASHRAE Vice President at the time and was asked to lead that committee to study whether we should stay where we were or move. And wether we should build or renovate or lease. So we took about nine months, I think, to evaluate our building, see what we could get for it, whether it was worth moving. Should we lease, should we buy, should we renovate? We were very fortunate in that process that CHOA offered to buy our building and they offered to buy it at a very good rate. So we made that decision to move. And they also, as part of that deal, allowed us to stay there for a little bit over a year while we figured out where we were going to go and got that under control. Which was great. So we stayed there and we looked at a couple of different places for leasing and decided leasing wasn’t really us. We like to own our buildings because we stay in a long place for a long time. We had been in that building, I think since the 1980s. So we discussed building new and felt like really for our constituents, it’s better if we showed, we walked the walk. And we renovated because there’s been a lot of analysis that at least 50% of the building stock that’s going to be in use in 2050 has already been built. And much of it is not performing in a very energy efficient manner. So we wanted to make sure that we could show that you could renovate an older building to a net zero condition, a net zero energy condition. Which was our goal once we made that decision. So we looked around quite a bit. We found this building in Peachtree Corners, which if you saw it before and saw it after it looks a lot different, right?
[00:09:59] Rico: By a lot, yes.
[00:10:02] Ginger: So we took on a big challenge with this building. It was actually more of a challenge than we thought it was going to be when we started. But we ended up getting it done on time, even with the pandemic, which was a big concern during construction. Because we had a finite time to get out of our existing building before they threw us out. We ended up making it. We had a good team, a good design team and a good construction team. So we got it done.
[00:10:24] Karl: I’m curious about one thing. So you mentioned with the former building that you were able to sell it at a good price. Do you think being lead certified and some of the improvements you made in building, how does that impact the value of a building in your experience?
[00:10:41] Ginger: Well, if we’re selling it to a normal client, not like a CHOA, a normal client. I would think it would be of huge value, the energy efficiency of the building. The fact that the energy costs were lower than a normal building of its size and type. We had a geothermal system, we had a lot in that building. I think CHOA really wanted the land more than the building. Although my understanding is they’re going to use it for some office space for a short term duration, I’m not sure for how long. So they really were more interested in the land than the building. But the building itself had it been a normal client, would have I think because of its condition, done very well on its own even without CHOA involved.
[00:11:22] Karl: So many energy savings. If you think about operating costs of the building, when they value most buildings, it’s a function of profit. Net operating profit. And if you can lower the operating cost of a building that translates directly into increasing the value. Is that some of the economic analysis building owners make when choosing to implement technologies in buildings like the headquarters?
[00:11:47] Ginger: Absolutely. I think more informed owners that intend to own their buildings for long periods of time, always would like a life cycle cost analysis done. Which is what engineers in my role do a lot. To determine if I put this extra feature into my building to save energy, how long will it take before this extra feature pays me back? Is it a five-year payback, a ten-year payback? Like I said, we do a lot of university projects, and universities in particular keep their buildings forever. So you know, what you put in up front dictates when they’re going to see that payback. So lifecycle cost analysis is a huge component of making decisions on a lot of things in the building. The envelope, the lighting system, obviously the HVAC system, all of that. You can model through a lifecycle cost analysis.
[00:12:44] Rico: Also I would think that unlike homes, you know, if I’m only living in this house for another five years. Do I replace the windows? Or not replace the windows, for example. Different measurement, right on that? But when it comes to business, there are write-offs, there are government incentives also that are provided to businesses to be able to go down this road, to encourage that.
[00:13:03] Ginger: You know, I don’t do a lot of work with the government incentive aspect of it. I know that for ASHRAE we’re a nonprofit. So nonprofits don’t get the tax benefit of for-profit companies. So that was not a factor in our decision-making process. But I could see that a factor in others.
[00:13:20] Rico: I think that’s something that has to be added to the equation for a business. That’s looking to do this.
[00:13:26] Karl: Well, I’m wondering. So if we were talking to a business, a future building owner, or some current one, and they’re going through that decision process on renovating a building, building new, et cetera. What are some of the blind spots you see a lot of the less informed building owners? When it comes to making these kind of investments, are there areas that they’re not considering that you’d recommend them learning about and seeking out ASHRAE and other organizations to get educated on it?
[00:13:57] Ginger: Absolutely. I mean, I own a building myself. I own the building that my company is in. I think one of the things that you see when we do projects for one-off, if you will, building owners, is that it tends to be a more short term look at first costs, right? There’s not really a huge discussion on payback or long-term costs or energy savings. And I would think if they could engage their design team to at least have those conversations about what can we do to save energy? What can we do to reduce our carbon footprint? Then I think they would hear from their design teams, if they’re an informed design team, that there are a lot of options out there that you could do with very little cost impact that would save you a lot of money and headaches over the long term and be better for the environment. You know, I think you said earlier that buildings are 40% of energy use. Also buildings or the building industry is close to 40% of the carbon footprint in the world. And it’s getting worse with more developing countries. So the building industry plays a big part in the whole climate change situation.
[00:15:09] Karl: Well, I’m curious about some features in the headquarters that were incorporated. Can you share an example or two of some technologies that was featured in the buildings and how they help the building, for example?
[00:15:23] Ginger: Sure. So we have I don’t know if you’ve seen it right, we have our photovoltaic system that’s going on the roof and near the side of the building. We’re waiting on approval from Georgia power to make that live so we can create hopefully as much energy as we use, which will be fantastic. So we can verify that we are going to be in that zero operation, because that’s our goal. Net zero energy is when you create as much energy as you use. And so you’re net zero in terms of that situation. So that’s our goal. We’re waiting to find out if we’re going to make that we’re going to do a measurement and verification phase once we get that live so we can model that. So that’s outside the building. Inside the building, we have, and I don’t want to get into too detailed of a mechanical discussion here. But we got a pretty elaborate mechanical system with radiant panels and outdoor air units on the roof. We are once through air on our air side. So we don’t have a lot of concerns with recirculation of air for pandemic reasons. And we did that before the pandemic. So it luckily played out to help us a lot. When the pandemic started and we also have ceiling fans. So one of the really cool energy saving items is that you can raise your space temperature if you’ve got some air movement, by at least a couple of degrees. So we have some ceiling fans throughout the entire space that just keep the air moving. So with the design conditions for our space was at 78 degrees interior, which some people might say well, that’s way too hot. And others would be like, that’s way too cold. But if you keep the air moving, you can keep it a couple of degrees warmer, which really does help save the energy.
[00:17:07] Karl: And when you’re looking at implementing these kind of designs and so on, I know technology plays a role in capturing data, using data to make decisions. How are you integrating some of the sensor technologies and controller technologies and all of that in managing buildings and having it available to occupants, possibly, to control or monitor what’s going on.
[00:17:33] Ginger: So we have, as you can probably imagine, and I apologize somebody’s desperately trying to get in touch with me, it’s actually somebody from ASHRAE. So we have an amazing amount of analytics going on in our building. So we have at least three, if not four, different analytical programs running that are looking at fault issues in our systems, energy use in our systems. And a lot of these have been donated by different companies as a test prototype kind of situation. We have an amazingly smart building, when it comes to analytics. And we’re just getting that data in so we can really evaluate how our building is performing. And all of this is going to be open on our website because we want to be a living lab when it comes to building analytics, building operation, energy use, and all of that information.
[00:18:35] Rico: Someone can actually go to your website, see, verify. Transparently see all the data?
[00:18:42] Ginger: That’s the goal. So we’ll have a dashboard, it’s being constructed right now where you’ll be able to see how much energy we’re using, how much we’re producing, what our net zero, net positive net negative situation is throughout the year, how the systems are doing. We also have a digital twin that we’re building that is also a donated service that will be on the website where you can go through the building. You can look at the systems and how they’re operating. So it’s going to be a very transparent situation when we get all of this done.
[00:19:16] Rico: Do you think that at some point, everyone talks about AI, machine AI, the learning, the ability to let that system, that process work. Do you think that’s going to be part of this at some point?
[00:19:28] Ginger: So in terms of robots running around, probably not. In terms of the operation of the system, we already have a digital control system that’s controlling our mechanical. That’s pretty common in most large buildings these days where you have web based interface where you can see, you know, if you’ve got an alarm or if you’ve got something not working right and all of that. So that’s already, that’s a pretty common situation on larger buildings these days. Even on my small building, we have digital control. We can see if a tenant is hot or a tenant is cold, what’s going on with the system. So that’s pretty common. What’s interesting these days is that a lot of like lighting systems are going to start going power over ethernet. So instead of being 120 volt power, they’d be controlled basically through a digital control system on a low voltage basis. And if you think about now you can get plug in led lights that just have a USB plugin that are incredibly bright. And so I think that’s going to, you’re going to see more and more of that kind of growth in our industry, if you will. And inner connection between HVAC and lighting and occupancy. And walk in a room and the system comes on and the lights come on and that is already in the headquarters building.
[00:20:50] Rico: And I would think even with the process that you’re doing and all the data you’re collecting and the virtual walkthrough of the building, that at some point I can plug in my building and let’s say adjust based on your elements of your modules and say, can my building be modernized? Can it be LED certified? Can it be more, can it be net zero? That would be an interesting aspect to be able to even see that happen.
[00:21:17] Karl: I see the foundation of this digital connected building. I know some years ago I read and learned about, I think it’s called the Edge building in the Netherlands. A building that implements a lot of these technologies you’re talking about, but one of the interesting things is once you bring the lighting systems digitally you could incorporate sensors into the lights. Since lights are going to be where people are, you can use that to make adjustments. And then even with the ethernet run applications throughout the building for people. So I saw one example of something that looked like a Roomba that at the end of the day goes around and cleans the floors, which probably saves a little bit on cleaning labor, on one aspect of cleaning, and they go back home before people come in in the morning and you get a cleaner building. They’re doing things like that. They had another app where they can locate people in buildings. So if someone came to deliver food for lunch, instead of you having to go down an elevator and go to the door and pick up the food, the food can be delivered to that location, whether it’s by a person or by robotics. So you could see how buildings are the kind of backbone or the infrastructure of this more digitally engaged future.
[00:22:34] Rico: And I believe also the data you’re collecting, depending on where the sun is on the glass wall, depending on how many times the doors are opened to the outside and all that.
[00:22:45] Ginger: Yeah. The internet of things is pretty amazing in terms of what you can and can’t do. We evaluated a lot of different options for this building. And a lot of it came down to financial at the end because the opportunities are endless, right? There’s programs that we were looking at that, once you’re in the building, you can track where anybody is at any given time. So if any employee, if you need to find them, they’re in a conference room. If they’ve got their computer with them or their cell phone with them, you’ll know what conference room they’re in. And, while they’re in the building at any time and same thing for visitors. Visitor badges and they have, barcodes and once a visitor comes in and they get their badge, then you know where they are at any point of time in the building. So it’s all available now. It comes down to a matter of finances sometimes as to what you can and can’t do.
[00:23:30] Karl: Yeah. But being here in Peachtree Corners and you’re in Technology Park specifically, the Curiosity Lab, there’s great synergies of being in this high-technology environment, that’s bringing outdoor IOT, internet of things, solutions. Driverless shuttles and scooters that people could take back and forth to the building. And as the building stock here in Technology Park starts to turn over, there’s lots of opportunity to collaborate with those building owners. Sometimes they just need to be inspired. And taking a trip over and seeing some of the technology, the data, might inspire a building owner when they’re making that decision to renovate and implement some more of these technologies.
[00:24:15] Ginger: Absolutely. That’s our goal, is to try to show that you can take an older building and make it energy efficient and make it a place that you want to be. And if you are in Peachtree Corners, ASHRAE’s building once the pandemic is over, is a great place to go tour and see what you can do with an older building and make it a newer situation. And also we have screens throughout the building where you can see the dashboard, you can see how we’re producing energy, what we’re using in terms of energy. So it’s gonna be pretty transparent, both on the web and also in person.
[00:24:54] Rico: That’s cool.
[00:24:54] Karl: I’m curious about just, speaking to the future generation of engineers. If you were to speak to young high school students or college students that are thinking about the many careers and fields they can go into, what would you tell them about engineering and building engineering, consulting engineering that they may not have thought of as a career?
[00:25:17] Ginger: I think that’s a challenge in our industry because engineers graduating these days have a multitude of opportunities in a multitude of different environments. And the building sciences is one of those opportunities that I think gets overlooked sometimes. Because I don’t know how many people out there know that to build these buildings, not only do you need an architect, but you need a whole host of engineers. You’ve got civil, environmental, structural, electrical mechanical. And all of them work together to build a building that people want to be in. And that, meet all the goals and the codes and all the requirements. My kids give me a hard time because every time we walk into a building, I’m always pointing out all the HVAC systems and the lighting systems and everything in them. And they’re like, we don’t really care, because people don’t. It’s just there. They think that it just shows up, but it doesn’t show up. It takes a lot of engineers that are making it happen. So I think if I could talk to high school students and tell them how exciting this industry is, because it really is a very interesting industry when it comes to different opportunities. I can be designing a library one day and a data center the next. It just, it doesn’t get boring in that aspect for me. And I’ve been doing it for 30 years. So I think that if people could see the different aspects of what it takes to do what we do, I think they would be a lot more interested going into our field and then maybe they would be, if they didn’t know.
[00:26:49] Rico: I think you’re right. I think that if kids understood that aspect, that there’s a challenge every day, depending on the environment you’re in. And it could be a hospital, could be a research, medical research facility that has to be done in a certain way. It could even be the space station, it could be any of those things. It’s all environmentally driven. So they can be doing space engineering at some point, dealing with the insides of the environment of those places. We’re moving decades into the future and they have to start somewhere.
[00:27:21] Ginger: I like to say that, you can build the prettiest building on the planet, but unless you have lighting or HVAC or plumbing in it, you’re not going to get much use out of it. It is vitally important that we do what we do. And you talk about hospitals. My daughter is a emergency room nurse and she talks about their negative pressure rooms. And I’m like, you know who writes the standards for those right? ASHRAE.
[00:27:43] Karl: There you go. I’ll tell you here in Peachtree Corners with at least seven or eight schools, Paul Duke, just down the road, Wesleyan and Norcross high and the middle schools. Here’s an opportunity to get kids more exposure because in our backyard here, we’ve got one of the premier organizations that set the standards and walks the walk when it comes to building a sustainable building. To help us with not just emissions, but global warming and all of these other things. So hopefully there’s partnerships that can continue to start inspiring the next generation of engineers and architects in our country. I’d be curious about just things that you have going on. So for ASHRAE is there things that are coming up or how do people learn more about ASHRAE and some of the projects that they work on?
[00:28:32] Ginger: So we have a very involved website that people can go to ASHRAE.org that talks about what our mission is and what our vision is and what we’re doing. And we have in that website, connections to our decarbonisation task force and our epidemic task force, dIfferent areas that ASHRAE is working in at the moment. We have our big conference coming up in Las Vegas in January. It’s our big show all the vendors for all the different types of equipment that our industry uses show at that show. It’s a huge aspect of what we do and it’s every year and it’s in conjunction with AHRI which is the heating refrigerating Institute. So that is a big component of what we do every year. And this year coming up in January in Las Vegas is at the end of January. There’s just all kinds of information out there on the website that you could spend days going through to understand that all of the fingers in all the pies that ASHRAE has.
[00:29:32] Karl: And Ginger, if someone wanted to reach out to you for your services and just learning more about what you do, what’s the best way to reach you?
[00:29:41] Ginger: Always the best way to reach me is email, which is a GScoggins@EngineeredDesigns.com in Raleigh. Or obviously LinkedIn, I think everybody’s on LinkedIn these days. So, I am as well.
[00:29:54] Karl: I just want to thank you so much for being a guest today on the Capitalist Sage Podcast. Ginger Scoggins again, ASHRAE Treasurer and Chair of the Building HQ Ad Hoc community to help build and design and build this beautiful building here in Peachtree Corners. I want to thank you for sharing with us about the organization. And how building owners can leap forward into the future and implement technology both big and small to help improve the environment for the occupants. There’s operating costs as well as help the environment in general. So thank you for that.
[00:30:29] Ginger: Thank you.
[00:30:30] Karl: I’d like to also thank Atlanta Tech Park for hosting the Capitalist Sage Podcast. We get to do it virtually and as well as in person. And we really appreciate that. And I want to also introduce myself again, Karl Barham with Transworld Business Advisors of Atlanta Peachtree. Our business advisors are able to help you consult on, whether you’re looking to improve and grow your business, whether you’re looking to exit your business. Feel free to schedule a consultation. Like ginger, I can be reached by email KBarham@TWorld.com or you can visit our website, www.TWorld.com/AtlantaPeachtree. Rico, why don’t you tell us a little bit about what you’ve got going on.
[00:31:08] Rico: Sure. So I publish Peachtree Corners Magazine. That’s one of the things I do. I’m also a creative director for a couple of other publications. And I operate Mighty Rockets, which is basically a company that does social media marketing and online content management. So if you need to reach me, you can go on LinkedIn. I’m the only Rico Figliolini I think that’s listed, to spell it Figliolini and you’ll find me. Actually, if you Google me, probably like page one or something on there. Check me out if you need any work in the digital environment or video. Actually we’re beginning to do some mini documentaries on some businesses. Check me out and go online. Otherwise go to LivingInPeachtreeCorners.com and find out more about the city and now Capitalist Sage Podcast.
[00:31:55] Karl: Absolutely. Follow us on Facebook and on LinkedIn and on YouTube, as well as all of the other iTunes and other streaming platforms. Leave us a comment, like us, subscribe, and you’ll hear more about some of the other guests we have coming in in the near future. So thank you all for joining the Capitalist Sage podcast and I look forward to sharing some more business leaders and business owners out there telling a little bit about what they do. Take care.
Join UrbanEBB host Rico Figliolini for a conversation with Gabrielle Mills, co-founder and CEO of Sourced, a full-service back-office firm supporting small to mid-market businesses. She shares how she and her mother built a company that provides accounting, marketing, HR, staffing, and administrative support—all under one brand.
Learn about the challenges entrepreneurs face with business operations and how outsourcing can provide the help they need. Gabrielle also discusses:
A $12M business that never checked its financials
The importance of trust in outsourcing key business functions
The balance between people, technology, and business success
Sourced’s commitment to giving back to local charities
Timestamp: 00:02:20 – Sourcing Solutions for Entrepreneurs 00:07:26 – Building Trust and Expertise to Serve Clients 00:14:53 – Fixing Broken Books for Business Owners 00:18:18 – Encouraging Diversity in Talent Acquisition 00:19:57 – Embracing Mistakes and Developing Processes 00:23:12 – Giving Back to Local Charities 00:25:34 – Leveraging Technology to Enhance People-Centric Services
Podcast Transcript:
00:00:01 – Rico Figliolini
Hey, everyone. This is Rico Figliolini, host of UrbanEbb here based in Peachtree Corners, Georgia. I appreciate you joining us. We’re a little smart city just north of Atlanta. I have a great guest here, Gabrielle Mills. She’s the founder and CEO of Sourced. Hey, Gabrielle. Thanks for joining us.
00:00:20 – Gabrielle Mills
Hi, good morning. Thanks for having me.
00:00:22 – Rico Figliolini
Yeah, no, I appreciate you being here. We’re going to learn a lot from you, I’m sure, this morning. And this is one of those freezing mornings here in Georgia that really never happens, like down to 20.
00:00:32 – Gabrielle Mills
It is so cold. I’m very cranky about it.
00:00:36 – Rico Figliolini
Yes, it’s amazing. But it’ll warm up in a week. But before we get to our interview, I just want to say thank you to two sponsors we have that have been with us. Appreciate the support of our journalism, these podcasts, of the magazines as well. One of them is EV Remodeling, Inc. They’re a company that has done work from design to build. whole house renovation, as well as just redoing your kitchen, your bathrooms and such. They’ve worked with over 260 families. They’re based in Peachtree Corners. Eli, the owner of the company, is a really great guy. I think you should check out their website. You could do a virtual consultation with them as well and check out their portfolio. So go to evremodelinginc.com and find out a little bit more about them. Also, our second sponsor is Vox Pop Uli, also based here at Peachtree Corners. They’re a company that takes your brand and brings it to life, essentially. They’re a family business, father, son, other family members in there, another daughter in there handling marketing. And even members of their employees are considered part of the family. It’s just a great, well-run company. We just did a podcast with them recently. You should check that out. But they try to bring your brand awareness out there. They can do anything from truck wraps to print on any object, just come to them, give them a challenge, and they will actually step up to that challenge. You might think they can’t print on it, but God knows they’ll find a way to do what you need to bring to that trade show and to make your business stand out as a retail operation or whatever. So check them out, vox-pop-uli.com, and it’s V-O-X-P-O-P-U-L-I.com. So now that we’ve gotten our sponsorships out of the way, Gabrielle, appreciate you staying with me like that. So tell us a little bit about how you started the business, why you chose the word sourced, and what the business is.
00:02:39 – Gabrielle Mills
Good morning. Thank you so much for having me. So I can’t tell you the answer to that question without acknowledging my business partner, Chrissy Strohmeyer, who is also my mother. So we are a mom and daughter team. We have just enjoyed the heck out of building this company together, but really my stories are her stories and vice versa. We started the business because we wanted to be entrepreneurs and we wanted to help other businesses grow and be successful. We think entrepreneurs are the salt of the earth people. They’re the reason for our economy. They create jobs. They’ve got so many great ideas. And they are the last people that get a helping hand because they don’t always have enough cash, right? That’s why we started Sourced. We actually went to business owners and asked them, because we didn’t have this idea. We asked business owners what they need, where they were underserved and how, if they were to do it all over again, kind of what they would do. And we put all of their answers up on a whiteboard that’s currently in our office. In fact, you saw it when you came over to our office the other day. If that whiteboard could talk, man. And we looked at all of their problems, all of their suggestions, all of the things they were struggling with. And our services came out of that. So Sourced is a back office services company serving small to mid-market companies. And the easiest way to describe what it is that we do is we basically have five businesses under one brand name. So on the fractional side of our business, we are a full accounting firm, full service accounting firm, a full service marketing agency, outsourced HR, administrative support. And then not fractionally, we do direct hire full time placement. So all of those ideas came from entrepreneurs that we spoke to that they needed help. And we said, we’ll do it.
00:04:38 – Rico Figliolini
It’s amazing. All under one roof.
00:04:42 – Gabrielle Mills
Well, we didn’t mean exactly to create five businesses at the same time. That was more of God’s plan. But, you know, here we are.
00:04:51 – Rico Figliolini
No, no, I can appreciate that. I’ve come across a lot of people in different businesses doing different things. So you do look at where your services can expand into. So it makes sense for where you guys are coming from.
00:05:04 – Gabrielle Mills
So you asked me where the name comes from. And I don’t get that question a lot. And it’s actually a really funny story. When I was working my big girl corporate job at IHG, Intercontinental Hotels Group, I had a relative that worked in the company. And she was the only person that knew that I was thinking about leaving and starting my own thing. So I floated the concept to her. And she loved the concept. At this time, we didn’t have talent acquisition. We only had a fractional client or fractional services. And our name was the Atlanta Assistance Group. And we were going to go by TAAG, T-A-A-G. And she was in branding for IHG. And she goes, I have to tell you, that name isn’t scalable. It’s easily forgettable. And you also have TAG, the Technology Association.
00:05:57 – Rico Figliolini
That’s right.
00:05:58 – Gabrielle Mills
And she’s like, I really think that you need to rethink your name. This was seven days before I was going to quit my job and do this and tell them I was going out. In which case they would want to know what the company is, what our name is, all the things. And so the next seven days, Chrissy and I were just on fire trying to think of everything. The amount of hours we spent digging through the thesaurus was crazy. And one day we were, I was driving and I was playing around with the word outsourced, resource, I was trying to come up with a play on words there and Sourced just came about and I called her and I was like, what do you think of this? And she’s like, I love it. And I think we came up with it two days before I quit.
00:06:48 – Rico Figliolini
Wow. And I love the website name though, getsourced.com. I mean, it just like makes sense to be able to do that. So, you know, you’ve been dealing with a lot of businesses, helping them and stuff. Sourcing is an issue sometimes, especially if you’re doing financial fractional work like that. And small business owners, maybe the larger ones like 10 million plus different, or even let’s say 5 million plus different, right? And I’m not sure what your sweet spot is, but the trust process to get a business to trust you to do their work because they’re sourcing it out to you. You’re not in the office. How do you do that? How do you gain traction with that? How do you gain their confidence to be able to provide the services that will make their business better?
00:07:37 – Gabrielle Mills
I think there’s a lot of ways that we do that naturally. First and most importantly, we have an amazing, amazing team of people and they really do the selling for us. Most of our business comes from word of mouth and referral because the people that work with us have such a great experience with our team and our people that that trust is kind of transferred already over because the referrer has had a great experience. That helps. Chrissy and I are involved in every single sale at this point before we pass it off to our team. We obviously have been through the entrepreneurial journey. We’re in our ninth year. We’ve done all the bumps and bruises, made all the mistakes. We’ve seen a lot of other people’s mistakes. We can kind of provide a lot of guidance during the sales process. So I think that builds trust. And not to be understated, the processes and the standards that we’ve built over time, we know how to fall back to the level of our training, regardless of the situation at hand. So we really lean into that when we’re talking to clients or prospects because they want to know how things are going to go. You can have a really good person who’s really friendly, but they may not know what they’re doing. That’s where the processes and our training comes in. We don’t have to do a lot of training because our people are already very experienced. But the way that we do things, we want that to be standardized. So we train on how the Sourced way is. So the client is experiencing something consistent.
00:09:14 – Rico Figliolini
So when you’re training, obviously, that’s an internal thing that you’re doing. There’s always industry trends, right? I mean, taxes is one thing where there’s always an update every year, different things going on. God knows probably this year will be a lot of things going on, accounting and stuff. But how do you keep ahead of some of the trends then or adapting to the needs of the entrepreneurs that you’re reaching out to? Because I’m sure that changes and evolves too.
00:09:42 – Gabrielle Mills
It does. I mean, you keep up with current events. We listen to our clients. Our clients know a lot. Our clients are very, very smart and we’re industry agnostic. So we get the benefit of seeing lots of different things from lots of different people and lots of different industries. So we just kind of like by osmosis learn things. But I think any good leader, regardless of if you own the business or you’re just working in the business or you have some kind of your stakeholder somewhere, I think anybody that is worth their salt is kind of always keeping up with. What’s going on and how does the business need to adapt and how does my department need to adapt and how do we grow and how do we improve? And I think just by having a regular practice like that, where you’re always kind of investigating it and looking at ways of improving, it’s more natural than it is forced to grow and change as the world changes.
00:10:37 – Rico Figliolini
Do you find going through the things you’re going through that, I mean, obviously, The day-to-day work is never-ending, right? It’s a process. Some days, some weeks, it’ll be the same as other weeks. But every once in a while, you get a challenge. You find something that you have to overcome within a business maybe, within your own business. Do you have any success stories that you can share that relates to that?
00:11:06 – Gabrielle Mills
Yes, I’ll tell you my favorite one. And it’s one of the more recent ones too. In our nine years of business, we have seen a lot come through our doors. We always tell people, especially those coming in for accounting. Accounting and talent acquisition are our two most popular services. And we started in accounting. That’s kind of our bread and butter. And people are always very vulnerable about like, oh, my books are bad. I had a bad accountant. I don’t know what I’m doing. We always tell them we’re like doctors. We just want to, give us the real, real, we’ll fix it. Like accounting is not a human body. So like we can actually fix it because it’s just numbers. But we’ve seen a lot of horror stories. You cannot scare us. You cannot surprise us. We’ve seen a lot in nine years. Recently, I think this client came on board early last year. And it was a $12 million construction client. And they have been in business for like 20 years or something. And when we were working on, we got referred into this client and we went and we talked to them and they were having an issue with their accountant that was internal. And they wanted to let that person go, but she knew way too much in the business. So they were like, we need somebody that can fix the craziness that’s happening in the books. And you can imagine they’re large books, $12 million company. We need to create some kind of redundancy in a situation where we need to let somebody go and we can’t, we’re beholden to them. And we just don’t know anything about our books. We’ve never seen them. And the best part of that meeting was that Chrissy asked, or she was talking about the financials, the financial reports. And the client stops her and she goes, wait, why do I need to look at my financial reports? And our jaws just dropped because this is a $12 million company. They’ve been in business for like 20 years. They have done a phenomenal job building their company. They had no idea the importance of their numbers. They didn’t know what their, like how their money was transacting. They, I don’t know how they were running it. And so that was a lot to overcome. It was probably one of our longer onboarding processes, but we got that client off of QuickBooks desktop and onto QuickBooks online so they could see their numbers, right. Their books were done and I’m not blaming this person that ended up leaving. There was reasons why this was, but the books were entirely backwards. So where there were things that should have been a positive, they were showing a negative and a negative should have been a positive. So all their numbers were backwards and then nothing was set up properly. So we had to do a whole setup. We had to clean the whole thing and we just had a meeting with them yesterday just talking about our usual check-in, how things are going. We’re constantly looking at improving this account. And they were just saying they have never felt more secure in an accounting firm. They said, regardless of how our team changes, you guys are our people. You’ve taught us, you’ve changed everything, you’ve done everything. And we just, they were showering us with lovely things and it just warmed our hearts so much because this was one heck of a undertaking. But I also, give them a lot of credit too, because that one, it was not a cheap project. And two, that took a lot of trust in them too, to be like, I don’t know you guys and you have to fix all of these problems at once. And it was a lot of work that they had to do and we had to do. And so they put a lot into the relationship as well. And it was, they’re probably one of my favorite clients now. And it’s, will probably be my biggest success story for a while, just from the scale.
00:15:01 – Rico Figliolini
Yeah, no doubt. I mean, I have a friend, Karl Barham, who owns Transworld Business. He consults, he buys and sells business for people. And it’s constantly amazing how many, not just half a million dollar companies, but $10 million companies, sometimes their books are so bad that they have to like step away and say, you know what, let’s fix this up. You may have to wait a year before you can sell this business just because the books are so bad. You know, it’s just like, there’s that.
00:15:31 – Gabrielle Mills
We don’t like to see it. Obviously it breaks our hearts and we can, we can fix it. We have the, we can fix anything at this point. But it’s unfortunate because they didn’t get bad because of that person. They got bad because that person didn’t have the support that they needed. Likely that the entrepreneur was not an accountant. They shouldn’t be. They should be building their business, doing whatever it is that they’re doing. Accounting is important, but this is why we went into businesses. You need to go do your dream. We’ve got the stuff that, yes, you need to keep up with, but you don’t need to know how to do it. We can show you, but you don’t need to know how to do this. You just need to know what your numbers look like.
00:16:19 – Rico Figliolini
Yeah, I’m surprised that when their accountant did their work at the end of the year, I can’t imagine it was the same person doing it. It had to be someone else doing it. And no one figured it out.
00:16:33 – Gabrielle Mills
Well, with this particular client, there was a couple migrations in systems that caused that reversal. So they started on one system and moved to QuickBooks Desktop. which reversed everything. And then the person that was working in the office, she would do a lot of things right. But there’s a lot of different ways to do accounting right, quote unquote. But she continued the backwardness because that’s how it had to be done. It was very complicated.
00:17:02 – Rico Figliolini
And I’m sure. And sometimes you’re down a path and you don’t want to leave that path. You just keep going and just figure it’ll work itself out at some point.
00:17:11 – Gabrielle Mills
That happens in accounting of like, we just start fresh. Like right now we’re getting a lot of clients that need cleanups and we only have to go back a month and a half because it’s the 21st today. When we’re in July, we’re like, okay, how far back do you want to go? Or not July, but more like October. They’re like, we can clean up from January or we can just hold off and start fresh in the next January.
00:17:36 – Rico Figliolini
Yeah. Okay. Well, that’s a tough decision. You said before you’re agnostic business-wise a little bit, but are there types of businesses that may benefit most from what you all do or that you target or that you’d prefer working with? Or have strength in those industries.
00:17:53 – Gabrielle Mills
We have developed patterns of clients that tend to come to us. So on the accounting side, we do a lot of construction. That’s the example that I gave. We have a couple of YouTube clients, which is kind of neat. We do a lot of work for attorneys. Accounting for law is very specialized. So we do that. On the marketing side, they’re completely across the board. There is no consistency whatsoever. Same with administrative support. HR gets thrown into any monthly recurring service that we have. So again, there’s no consistency. On the talent acquisition side, we have quite a bit of consistency. Although there’s randomness throughout. We do a lot in, we still do a lot in law. We get a lot of financial roles. So we do anything from accountants, tax managers, tax seniors. We do a lot in IT, particularly in the cybersecurity market. A lot in finance, some in construction, not really all that much. Did I say finance? Property management in talent acquisition. Yeah, those are about the consistent ones in talent acquisition. But again, we kind of see it all. At this point in our business, we actually get really excited when we see a business or an industry that we’ve never worked in before. So for marketing, I was just pitching a client yesterday who’s opening a shooting sports facility and gun range. I have never done that before. And I was like, oh, this is different. This is unique. We’ve got research. Same with anything in our talent acquisition department. If it’s different, we’re like, okay, this is exciting. Because usually, I mean, we just see a lot of businesses come through here.
00:19:48 – Rico Figliolini
Well, that’s cool. Yeah, especially when you see a lot of different businesses like that. We talked about success stories. As a business person, I think any business person, if they’re honest with themselves, will say, yes, we make mistakes every once in a while. New situations arise that they’ve never seen before and it’s a problem that they have to overcome. Have there been any mistakes in your business journey or that you’ve seen in other businesses besides, obviously, the accounting issue? But anything that you’ve overcome as an entrepreneur, as a business person?
00:20:27 – Gabrielle Mills
No, Rico, we’re absolutely perfect. We’ve never made a mistake.
00:20:30 – Rico Figliolini
I could see that.
00:20:34 – Gabrielle Mills
Oh gosh no. I tell people, people ask me about our journey a lot. They’re just curious about our story and how we came to be. And we love telling it. I always tell people, Chrissy and I didn’t have experience in any of these things before we started. We just had a dream and wanted to be, help businesses and build a business ourselves. All of this we have learned from the ground up, having no experience with the exception of like general business acumen and general sales acumen. But we’re not accountants. We are not recruiters. I did start in marketing, but not tactically. So I always say that I went to the school of hard knocks, got a couple of degrees from there. And that’s how I got to where I’m at because we’ve made every mistake in the book. We’ve had clients that have trusted us and loved us through some mistakes that we’ve made to get us to where we are. I would say the biggest piece of advice or mistake that I made that I learned from was Chrissy came into the business from day one. And she was telling me and our director of account management, Maureen, she was like, we’ve got to focus on our processes. We’ve got to focus on our processes. Maureen and I were focused on the people and just serving the people. And in year three, which was our hardest year yet, we got so many different challenges and scenarios that were really, really difficult. And what Chrissy was telling us from day one finally got through to Maureen and I of like, oh, this is why we need processes and standards. This makes sense now. So it took a lot of heartache to really understand why those are important. But now it has been the secret sauce to our business because we know how to hire off of them. So if people aren’t already operating or have experience with that certain frame of mind, we know that they’re likely not a fit or they have to be at least willing to be coached into that direction. We’ve developed consistency because our process is our standard. We’re always making our processes better. We’re always looking to make them beefier. We never would have gotten there if we didn’t learn that lesson.
00:22:53 – Rico Figliolini
And sometimes you do. I mean, you have to learn your lesson. It’s like bringing up kids. They want to do their own mistakes. They don’t want to be told to watch out for that step. And they’ll do their own mistakes.
00:23:04 – Gabrielle Mills
She was a broken record there for a few years. And then the light bulb finally went off. And Maureen and I were like, oh, okay. Now it took us some tears to learn it. But we got there. Now we’re on there.
00:23:19 – Rico Figliolini
I’m sure. So you’re a local business. Obviously, coming out to meet with you and your mom and the rest of the team was nice to take a tour and find out what you’re doing there. You do give back. I know you’re good people. You’re giving back to the community. Why don’t you tell us a little bit about some of the local charities that you’ve given back to?
00:23:45 – Gabrielle Mills
So early in our business, we decided that we’re not in business, we’re in business for the joy of being in business. We’re not in business to make a gazillion dollars and cash out. While that would be lovely, we would totally not turn our noses up at that. We wanted to at least serve our clients and then serve people that never really came into contact with Sourced and use the business as an opportunity to give back because we believe that if we’re successful, we have been giving blessings and so we should be giving blessings out. So we committed from day one that we were going to donate 10% of our monthly profits to charity. And those charities would be selected by our team of people. So every year, in December, we put out a survey to our team. And our team can nominate a charity that is important to them. And we decided in January, up to three charities that we’re going to give to that year, and every quarter we look at each month that we’ve made profit, take that pool of money, cut it by, divide it out equally across however many charities we have that year and give them out. We have served, some of those have been large organizations, but our favorite ones are the ones that are smaller and local. We started the first couple of years working with an organization called Connections Homes, which is out of Suwanee. They help kids who are aging out of foster care really like with support to become adults, but also they’re not really adults. They’re 17, 18, 19, and they still don’t know how to do the world. That’s an organization that we’ve supported. We’ve supported an organization called Ignite Hope, which is another foster care association. We’ve done neighborhood cooperative ministries, which is a, for those who are local, you guys know that it’s a very large nominal nonprofit here in Norcross. And this year we’re partnering with an organization called Because One Matters, which ironically is another foster care organization. I just realized that there seems to be a pattern. So we tend to give to the kids.
00:26:08 – Rico Figliolini
No, I like that. I like the fact that you’re giving locally and it’s 10% of your profit each month is what you split up, which is great. It’s almost like tithing in a way.
00:26:18 – Gabrielle Mills
Yeah. And that’s how it came about. We wanted to tithe using the business. We give once a quarter based on the months because what we didn’t want to do is we would have one month go to one charity and that was a particularly good month. But then the next month maybe wasn’t that good of a month. So we wanted to balance it out. So we look at all the profits that come in from the quarter and then equally disperse it.
00:26:39 – Rico Figliolini
That is cool. Alright. We’ve gotten sort of to the end of our interview time, but I’m sure that there’s things that we could talk a lot more about. Is there anything that I’ve left out? Anything you’d like to share? Maybe services that you may be looking at expanding into the coming year or anything along those lines?
00:27:00 – Gabrielle Mills
So we’re likely not expanding into other services because we have five already and that’s enough. We are finding that there’s a lot of growth to be had in our talent acquisition department. So we’re eager to see what that ends up looking like through the year. What we really want to focus on in terms of like diversification or innovation, which I think is really where your question comes from, is how we utilize technology to make our services more streamlined and more advanced. We will never not have the support of our people. We are a people business. We will go under before computers take over our jobs. However, there’s a lot of really great technology that if you use it right and smartly, we can make profit margins better, save our clients money, be able to reach more people. So we’re going to try to figure out how we can lean into that a little bit.
00:28:02 – Rico Figliolini
So that’s a great path to go down for a quick minute, maybe. Because AI technology is something that everyone, every business is tackling and using in a variety of ways, right? ChatGPT, Grok3, there’s a bunch of them. Claude, I mean, there’s a whole bunch. DeepSeek, I mean, you could just go on and on with these things. And every business, every industry is trying to figure out how they can use that, right? And some use it badly and others use it better. Sometimes it’s used for support or for research versus making decisions. So are you finding that you have to also look at that to augment or to add a complexity to the service you provide?
00:28:52 – Gabrielle Mills
So what stands out in your question to me is the have to. I think that nobody really has to, but I’m in an industry that if I don’t look at it, my industry will die because it is based on people. And if you don’t lean into the technology, you run the risk of the world thinking they don’t need people anymore. And then you’re obsolete. So we don’t have to do anything. But if we want to stay in business, we should be looking at how to utilize it better. The beauty of our business is these are things that people are always going to need. And computers can’t replace entirely. You always need a person overseeing or creating or some version of managing what the computer does. So we always have a people element to it. What we’re looking at with technology is how do we make ourselves and our processes and how we do things better and faster using technology and use the human brain where the human brain needs to interject.
00:30:01 – Rico Figliolini
Yeah. Okay. Great explanation. Well, we’ve reached the end of our time together. Where can people find out more about your company? Of course, we’ll have it in the show notes as well, but how can they reach out to you?
00:30:14 – Gabrielle Mills
Yeah. So if you’re local, just come and see us. We are off of Scientific Drive in Technology Park, down by the Forum. If you want to check us out online, we are at getsourced.com. We’re on all the socials under SourcedATL, or you can always just look at my name, Gabrielle Mills. Unfortunately, very easy to find out on the web.
00:30:39 – Rico Figliolini
I’m sure. Check her out on LinkedIn. It’d be easy to find her there. I want to say thank you again to EV Remodeling and to Vox Pop Uli for supporting us. Everyone else, you have comments, leave them in the comment section below, depending where you’re watching this, whether it’s Facebook, YouTube. If you’re listening to this on Apple or any of the audio podcast places, Spotify, leave a review, like, share. We’d love if you would support us that way. Gabrielle, thank you for being with us. Appreciate it.
The Peachtree Corners Business Association (PCBA) celebrated the opening of Fifth Third Bank’s new branch in Peachtree Corners with a ribbon cutting on February 20.
Located at 3210 Holcomb Bridge Road, the new location features lobby and drive-thru hours, regular banking, investment services, loans and more.
“We are growing [and] proud to open up our new financial center at Peachtree Corners,” said Randy Koporc, EVP, regional president GA/AL Fifth Third Bank. “Congratulations to Financial Center Manager Jasmine Youngblood and her team, Retail Executive Dewayne King and all involved in getting us to this day.”
photo credit: Keri Zampano; courtesy of Peachtree Corners Business Association
“Thank you, Lisa Proctor of the Peachtree Corners Business Association, for helping us celebrate at our ribbon cutting,” Koporc continued.
Fifth Third plans to build more than 60 financial centers in Georgia and Alabama over the next five years and looks forward to strengthening the communities that they join.
“We love welcoming new businesses into Peachtree Corners,” said Lisa Proctor, president of the Peachtree Corners Business Association. “Fifth Third Bank will be a great addition to our banking community. We can’t wait to watch them grow.”
photos: Keri Zampano; courtesy of Peachtree Corners Business Association
About Peachtree Corners Business Association
The Peachtree Corners Business Association (PCBA) is a business membership organization that focuses on innovative approaches, programs, shared resources, community outreach and opportunities for member businesses and professionals to connect, develop, grow, and prosper.
The PCBA is made up of businesses of all sizes and types who want to expand their reach and grow their business within Peachtree Corners and the greater metro-Atlanta area.
Sequel Coffee Co., a new specialty coffee brand, is set to open its flagship location in Peachtree Corners in the summer of 2025.
The new coffee shop will open alongside shared workspace provider, Roam, at Town Center and will feature a convenient drive-thru complemented by an inviting in-shop experience.
Premium coffee and locally sourced offerings
Committed to delivering an elevated coffee experience, Sequel Coffee Co. will serve freshly brewed coffee and handcrafted espresso beverages with responsibly sourced beans from Valor, a local metro Atlanta roaster.
Interior rendering courtesy of Sequel Coffee Co.
The food menu will feature a curated selection of locally sourced café favorites and convenient grab-and-go options from local vendors Two Chefs and A Seasonal Affair.
Guests can expect a variety of delicious offerings, including breakfast sandwiches, quiche and freshly baked pastries, as well as yogurt parfaits, homemade granola bars and protein-packed power bites for on-the-go fuel.
In addition, rotating seasonal flavors and limited-time menu items will offer new and exciting food and beverage options throughout the year.
Strengthening community connections in Peachtree Corners
A concept created by Roam, the hospitality-focused work and meeting space, Sequel Coffee Co. is built on the belief that coffee is more than just a morning ritual — it’s a catalyst for creativity, productivity, community and connection.
Image courtesy of Sequel Coffee Co.
Sequel’s tagline, “start your story strong,” reflects its mission to inspire the potential in every day by championing stories, embracing moments and thoughtfully crafting coffee.
Sequel seeks to become an integral part of the Peachtree Corners community by fostering meaningful interactions through hospitality-driven experiences. With a brand philosophy centered on people, purpose and belonging, the company aims to inspire customers through delicious coffee and intentional service.
Bringing Sequel Coffee Co. to you
Ahead of its brick-and-mortar opening this summer, Sequel Coffee Co. is currently serving the community through its mobile coffee cart, offering a full-service espresso bar and trained baristas for offsite events.
Ideal for corporate offices, networking events, school functions and private gatherings, the mobile cart provides an opportunity to enjoy Sequel’s signature coffee experience in any setting — before the shop even opens its doors.
Sequel is also currently hiring a Shop Manager to lead daily operations and cultivate an inviting experience for customers. Interested applicants can learn more about the position and apply at sequelcoffeeco.com/shop-manager-job-listing.
About Sequel Coffee Co.
Sequel Coffee Co. is dedicated to inspiring potential in every day through thoughtfully crafted coffee and warm hospitality.
Offering handcrafted espresso beverages, freshly brewed coffee and a curated menu of café favorites — along with a convenient drive-thru and cozy café space — Sequel aims to create a welcoming spot for guests to fuel their day and transform the daily coffee routine.
Roam is a comprehensive workplace solution offering co-working memberships, private offices and meeting space for professionals and businesses of sizes.
Opening in Peachtree Corners at 3847 Medlock Bridge Road in summer 2025, Roam provides flexible and inspiring environments to help individuals and teams accomplish their best work. Now leasing private offices and pre-booking meetings and events.
