Mark Stephen McCollum is a respected name in the automotive world, with over 35 years of hands-on experience. Born and raised in Conroe, Texas, he grew up in a close family and learned early the value of hard work.
He studied business finance at Lon Morris College and Texas A&M University, building a foundation that would carry him through a long and successful career.
Mark worked his way up from the ground floor, starting in dealership operations before taking on senior leadership roles. He served as General Manager at Sonic Automotive and later became Market President at AutoNation, the largest automotive retailer in the United States. There, he oversaw 22 franchises across 18 rooftops, managing over $1.5 billion in revenue.
His approach to leadership is straightforward—prioritise people, stay close to the work, and make decisions based on real-world experience. Mark believes that trust and culture drive performance more than numbers alone.
More recently, he founded Automotive IntelliQence, a software company helping dealers use data to make smarter decisions without losing the human touch. He remains active in mentoring others and giving back to his community, supporting the Centre for Child Protection in Austin.
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Whether leading large teams or building new tools for the industry, Mark Stephen McCollum stands out as a thoughtful, steady leader who knows the business inside and out.
Mark, take us back to the beginning—how did you first get started in automotive retail?
I started in dealerships not long after finishing at Texas A&M and Lon Morris College, where I studied business finance. I grew up in Conroe, Texas, in a working family where getting stuck in and figuring things out for yourself was the norm. I didn’t have a big plan, but I was drawn to the energy of retail. Once I got inside a dealership and saw how everything worked—from sales to service—I was hooked.
Back then, I was the guy who showed up early, stayed late, and asked questions. I wanted to understand every part of the business, not just my lane. That helped me move up quickly.
What were some early lessons you learned on the ground?
Don’t assume you know more than the people doing the work. I remember early on, I tried to change a service process without speaking to the technicians. It backfired. They knew the process better than I did. From then on, I always walked the floor, asked questions, and listened before making decisions. That approach served me well throughout my career.
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You eventually became Market President at AutoNation. What was that like?
That role was intense—in a good way. I was responsible for 22 franchises across 18 rooftops, managing more than $1.5 billion in annual revenue. Every day was different. You’d be talking strategy one minute and solving a customer issue the next. But at that scale, the challenge is consistency. You need systems, yes, but you also need strong local leadership and a clear culture.
I made it a point to spend time in the stores, not just behind reports. When you’re dealing with thousands of employees and customers, the only way to keep things on track is to stay connected to the people. It’s not glamorous, but it’s effective.
After decades in operations, you moved into tech. What led to the founding of Automotive IntelliQence?
Over the years, I kept seeing the same issue: dealers had tons of data, but they weren’t using it in a way that helped their people make better decisions. I wasn’t looking to build the next shiny dashboard—I wanted to build tools that worked in the real world.
Automotive IntelliQence came from that. It’s about giving frontline teams the insights they need without adding friction. The aim wasn’t to replace people—it was to support them. I believe tech should fit into the flow of work, not disrupt it.
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What changes in the auto industry have surprised you most?
Honestly, I’m surprised by how quickly digital retail has been embraced on the surface—and how slowly it’s being implemented underneath. There’s a difference between offering online car sales and actually integrating digital into how your team works.
There’s also a growing gap between customer expectations and dealership processes. People want transparency and speed, but many systems are still clunky. That’s where smart tools, better training, and leadership make the difference.
What was one of the hardest leadership challenges you’ve faced?
Hiring the wrong leadership team in a new market. They looked great on paper—impressive backgrounds, polished resumes. But culturally, it was a mismatch. Morale dipped, and turnover followed. I had to step back in, reset expectations, and rebuild the team from scratch.
That experience taught me that values alignment matters more than experience. You can train skills, but you can’t train character. Since then, I’ve always hired with that in mind.
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How do you define success at this point in your career?
It’s changed a lot. In the beginning, success meant numbers—hitting goals, earning promotions, growing revenue. These days, I think about legacy. Did I help someone grow in their role? Did I build something that lasts? That’s success to me now.
Also, balance matters. I used to run myself into the ground. Now, I make time for golf, family, and quiet mornings. You can’t lead others if you’re running on empty.
What advice would you give to someone starting their career in this industry?
Start by listening. Spend time learning how the business really works—on the ground, not just in reports. Show up early, stay curious, and help solve problems. And when you make a mistake—and you will—own it. That’s how you earn trust.
Also, don’t chase titles. Chase value. If you consistently create value for others, the titles and promotions will follow.
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Looking ahead, what do you think the future of auto retail looks like?
I think we’ll see a mix of high-tech and high-touch. Customers want efficiency, but they still want trust. The dealerships that succeed will be the ones that blend the two well—using tech to remove friction, and people to build relationships.
And leadership will matter more than ever. You can’t automate culture. That still comes down to who’s in the room and how they lead.
Final thoughts?
Show up. Stay grounded. Don’t stop learning. That’s what’s worked for me—and it still does.
| Revenue of $2.06M (2.21% Y/Y) misses by $251.52K
Milestone Scientific Inc. (MLSS) Q4 2025 Earnings Call April 1, 2026 8:30 AM EDT
Company Participants
Eric Hines – Chief Executive Officer, President & Director Keisha Harcum – Vice President of Finance
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Conference Call Participants
James Carbonara Bruce Jackson – The Benchmark Company, LLC, Research Division Anthony Vendetti – Maxim Group LLC, Research Division
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Presentation
Operator
Good day, everyone. Welcome to the Milestone Scientific Inc. Fourth Quarter 2025 Financial Results and Business Update Conference Call. [Operator Instructions] As a reminder, this call is being recorded.
It is now my pleasure to turn the floor over to your host, James Carbonara with Hayden IR. The floor is yours.
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James Carbonara
Thank you, operator. Good day, everyone. Before we begin, please note that today’s call will contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements are subject to risks and uncertainties that could cause actual results differ materially from those projected. Please refer to our earnings press release as well as our filings with the SEC, including our 2025 Form 10-K for a discussion of these risks. A replay of this call will be available shortly after its conclusion.
With that, I’ll turn the call over to our CEO, Eric Hines.
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Eric Hines Chief Executive Officer, President & Director
Thank you, James, and good morning to everybody, and thank you for joining our call today. When I stepped in as a CEO in August of 2025, the company was in the middle of the quarter and had been operating without a consistent executive leadership team. I found an organization where spending wasn’t always tied to revenue generation or clear ROI. And from day 1, we went line by line through every expense,, cut what wasn’t moving the needle and made sure every dollar had a purpose. We also chose not to raise capital just
President Donald Trump threatened Iran with increased military action in a social media post on Thursday, warning that Iran “had better” be cautious. The statement reflects ongoing tensions between the U.S. and Iran, and highlights Trump’s readiness to use force if necessary. The exact details of the threat were not specified in the brief summary.
Former President Donald Trump has issued a stern warning to Iran, urging the nation to “get serious” in its negotiations and behaviors concerning its nuclear program. Trump emphasized that Iran’s current actions are unacceptable and that the United States is prepared to take further steps if necessary. His comments come amid ongoing tensions in the Middle East, where Iran’s nuclear ambitions and regional activities continue to raise concerns among international observers.
Trump’s remarks suggest a potential escalation in the strained relationship between the U.S. and Iran, signaling that Washington is not willing to tolerate what it perceives as provocative acts. He warned that failure to engage seriously could lead to increased pressure, sanctions, or even military responses. Trump’s stance appears to be a push for Iran to re-engage with negotiations and curb its nuclear development efforts.
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The current situation highlights the fragile state of diplomacy in the region. While diplomacy remains the preferred route for many players, Trump’s threat underscores the possibility of a more aggressive approach if Iran does not shift its stance. The international community closely watches these developments, aware that escalation could have far-reaching consequences in the Middle East and beyond.
Temple Quarter Enterprise Campus and Bedminster Green schemes are among those driving activity
A view of Bristol(Image: Rider Levett Bucknall)
Major regeneration schemes in Bristol are bolstering the construction sector in the city and wider South West, according to a new report. The research by Rider Levett Bucknall (RLB UK) found that while market costs remain high and continue to challenge project viability, the overall mood across the sector is increasingly optimistic.
Pressures in the city’s construction market are beginning to stabilise following a prolonged period of high inflation, the latest regional market analysis by the independent built environment consultancy found.
Activity across Bristol is being driven by significant schemes including the Temple Quarter Enterprise Campus and Bedminster Green developments, alongside continued demand for new housing.
Tom Powney, RLB UK senior cost manager in Bristol, said: “Across Bristol and the wider South West, large-scale regeneration schemes are strengthening the long-term outlook for the construction sector. The city’s population is expected to grow by more than 20 per cent over the next two decades, increasing demand for new homes, employment space and infrastructure.
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“Contractors are still facing a difficult balance between high input costs and relatively subdued tender price inflation, which continues to squeeze margins. Labour shortages, particularly in specialist trades, remain a key constraint.”
Before the Middle East war, material cost fluctuations had largely calmed compared with recent years, according to RLB UK, although skills shortages and high labour costs continue to present challenges for developers and contractors.
Bristol City Council reported that around 1,700 new homes were completed in the city during the 2024/25 financial year, the highest level in three years, although RLB UK said the figure is below the level required to meet future housing demand. A number of major developments are expected to help address this gap, according to the market analysis.
The consultancy said purpose-built student accommodation and build-to-rent developments had been showing “some resilience”, while major schemes such as the newly named Aviva Arena are also contributing to regional growth.
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But RLB said some markets remained “slower” due to continuing cost pressures, subcontractor insolvencies and skills shortages.
“The shortage of mechanical, electrical and plumbing (MEP) contractors in the region remains a key challenge and could become more pronounced if proposed data centre developments progress,” the report added.
‘Our shared hope is that much of the valuable growth, innovation and inclusion work undertaken by Engine Shed over the years will continue’
Engine Shed in Bristol(Image: Western Daily Press)
Bristol work, meeting and event space Engine Shed is being closed after 13 years. The innovation hub next to Temple Meads station is to shut its doors for good in December, it has confirmed in an announcement on LinkedIn.
Engine Shed is run by a subsidiary which is wholly owned by the University of Bristol and the closure reflects “a shift in the university’s innovation activity”, according to the post.
The historic building, which was designed by Isambard Kingdom Brunel, is used by Engine Shed members for working, events and training through a membership scheme. It is also home to tech incubator SETsquared Bristol.
“There is no easy way to say it, after 13 years of catalysing Bristol’s innovation ecosystem, Engine Shed will close in December 2026,” the statement read.
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“Many consider Engine Shed to have been both the spark that ignited much of the current innovation ecosystem and the beating heart that keeps collaboration, innovation and generosity central to our collective work.”
It is understood the team behind Engine Shed will move out of the property and will help run part of the main academic building on the new Temple Quarter Enterprise Campus. Staff who are part of SETsquared Bristol will relocate too.
“Our shared hope is that much of the valuable growth, innovation and inclusion work undertaken by Engine Shed over the years will continue through activities in the main academic building on the Temple Quarter Enterprise Campus (TQEC),” the LinkedIn post added.
Engine Shed is currently part of Bristol Innovations – the University of Bristol’s business support arm – and sits at the heart of the city’s Bristol Temple Quarter redevelopment, an ambitious urban regeneration project. Its partners include techSPARK, Barclays Eagle Labs, SETsquared Bristol and the Quantum Technologies Innovation Centre.
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Engine Shed founder Nick Sturge said: “The ecosystem, and therefore the number and strength of the actors within it, has grown significantly since 2013 and I’m super proud that Engine Shed, and the team behind and within it, has played a part in that growth and the collaborative spirit that has created the right environment for the next stage of Engine Shed’s journey.
“While part of that will rest in the sidings for a while, I am so pleased that Bristol Innovations Zone, in the new TQEC building, will pick up the momentum that Engine Shed helped create.”
Emily Kent, co-founder of Bristol software firm One Big Circle, wrote in response to the LinkedIn post: “Brilliant team at Engine Shed over the years and an inspiring building. From our first meeting with our SETsquared Bristol mentor in 2014, our first designated desk, then four moves between ever larger office spaces, alongside so many networking events, panels, opportunities to present to fellow entrepreneurs, ministers and a fair few school visits to inspire the nextgen, Engine Shed has been a huge part of our OBC journey.
“We’re still near neighbours as we’ve grown and are very sorry to hear the doors will be closing but hope the spirit, ethos and culture of [Engine Shed] will travel well to its new home.”
‘The Big Money Show’ discusses the growing Democratic division over Bernie Sanders’ ‘tax the rich’ agenda.
In another massive blow to high-tax blue states, Apollo Global Management Inc. has announced plans to establish a second U.S. headquarters, scouting locations in Texas and South Florida.
The financial investment heavyweight allegedly shared with its teams on Sunday that it plans to open the second office while keeping its flagship New York City HQ, people familiar with the matter first told the Financial Times. The report also named Nashville as a possible option.
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The move signals a growing trend of financial titans abandoning traditional hubs like NYC and San Francisco in favor of the Sun Belt, seeking lower taxes, better talent pools and a friendlier regulatory environment.
Apollo did not immediately respond to Fox News Digital’s request for comment.
Apollo Global Management is reportedly considering its second U.S. headquarters to be located in Texas or Florida. (Getty Images)
The flight of capital is no longer a post-pandemic trickle, as data shows that trillions of dollars in assets continue to flee high-tax jurisdictions. Between 2020 and early 2023, more than 370 investment companies moved their headquarters to a new state, according to a Bloomberg analysis.
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These relocating firms brought a staggering $2.7 trillion in assets under management (AUM) with them, with New York and California alone losing an estimated $1 trillion each.
Florida, Texas, Tennessee and North Carolina have been the primary beneficiaries of the business migration, attracting new investments.
CP Group managing partner Angelo Bianco speaks exclusively to Fox News Digital about FC Barcelona’s new headquarters office lease in Downtown Miami’s One Biscayne Tower.
Fidelity and Vanguard, for instance, have expanded their presence in Texas, and Goldman Sachs is building a $500 million campus in Dallas. In 2021, Charles Schwab ditched San Francisco for the Dallas suburb of Westlake.
When Citadel made the move from Chicago to Miami in mid-2022, what followed was a slew of corporate re-locations. The new year has already welcomed a fresh wave of company headquarters to Miami, with names like Palantir, D-Wave Systems, GFL Environmental and Trinity Investments. Wider South Florida has built itself up as an established global business hub with several landmark commitments from brands including ServiceNow, Playboy, Wells Fargo, Varonis, TracFone and a handful of others.
Wells Fargo Chairman and CEO Charlie Scharf discusses the resilient U.S. economy amid geopolitical risks and market volatility on ‘Mornings with Maria.’
Tennessee is emerging as a dark horse in the race for financial dominance since AllianceBernstein, the global investment management firm, paved the way by moving to Nashville from New York in 2021.
Wells Fargo Chairman and CEO Charlie Scharf discusses the resilient U.S. economy amid geopolitical risks and market volatility on ‘Mornings with Maria.’
Companies in the private sector added 62,000 jobs in March, payroll processing firm ADP said Wednesday.
The figure is above economists’ estimates of a gain of 40,000 jobs. The prior month’s payrolls number was revised higher to a gain of 66,000 from an initially reported gain of 63,000.
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“Overall hiring is steady, but job growth continues to favor certain industries, including health care,” said ADP chief economist Nela Richardson. “In March, this solid performance was accompanied by a boost in pay gains for job-changers.”
Education and health services added 58,000 positions, leading job creation in February. Construction added 19,000, information gained 16,000 and natural resources and mining added 11,000.
A professor talks to a group of students in a lecture hall. (iStock)
Leisure and hospitality added 7,000 jobs, while financial activities and other services each added 4,000. Professional and business services gained 1,000 positions in March.
The ‘Goldilocks’ era of Indian equities was already showing signs of weakness, but any hopes of a quick reversal have now come to a grinding halt. India’s markets are witnessing a historic shift in sentiment, with a record $13 billion in FII outflows in a month.
This is not just a correction; this is a rout. Over Rs 1.24 lakh crore was withdrawn in just March alone, the worst outflow in the history of Indian markets.
The energy squeeze
The major driving force has been the war in the Gulf. Brent crude prices have gone up by 51% in the past month to hit a four-year high of $119.50/barrel, after Iran closed the Strait of Hormuz.
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With global brokerage Goldman Sachs forecasting crude to average $115/bbl through April, the import-driven Indian economy is facing a direct shock, fueling inflation, widening the trade deficit, and squeezing corporate margins.
All the importing countries in Asia are affected due to the rising oil prices, but the high FII outflows from India indicate that certain weaknesses were already in place.
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Even when the first shots were not fired, investors were battling a weak rupee, weak earnings recovery, and high valuations, along with the US tariffs. The oil issue is simply the last catalyst. And the change in sentiment is now stark. With geopolitical risks increasing, the dialogue has now shifted from an ‘India premium’ to an ‘India exit’.
Brokerages hit the panic button
Global institutions are rapidly recalibrating. Goldman Sachs has lowered its target price for Nifty to 25,900 from 29,300 and has downgraded India to “market weight.” The global brokerage has also lowered its earnings growth estimates by 9 percentage points cumulatively for CY26/27 to 8% and 13%.
Its models indicate that if oil prices remain $45 above average for three months, earnings growth could be down 9 per cent, a notion supported by history, where past oil shocks resulted in a 6-13 per cent downgrade.
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The caution comes from many corners, and Bernstein, Citi, and Nomura are among those taking a more defensive stance, cutting targets and warning of a brewing earnings downgrade cycle.
ETMarkets.com
The most dire prediction comes from Bernstein, which says the crisis could trigger a ‘GFC-style’ scenario.
It has cut its target to 26,000 and a worst-case scenario of 19,000 on the Nifty index.
The fear is that of a macro-level shock: Inflation is soaring, and the RBI is forced to hike interest rates, resulting in a stranglehold on the economy, causing the GDP to grow at a rate of 2-3%, effectively a recession scenario for India.
The same scenario is also seen playing out by other brokerages, and they are just as alarmed. Even Citi has cut its target to 27,000 (from 28,500), and Nomura too has cut its target to 24,900 (from 29,300) and believes that a further 5% fall is a “distinct possibility.”
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HSBC believes that every 10% move in oil results in a 1.3% fall in the markets, and currency weakness is also a factor.
India pays the bill
At its core, the problem stems from a simple structural fact: Unlike Brazil and Mexico, which are exporters and hence gain from a higher oil price, India loses out as it imports oil.
Clearly, the problem is especially painful for India and triggers what analysts call a classic ‘energy-led earnings downgrade’ cycle.
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And while India is struggling to cope with the shock, the picture in the US and China paints a different story
US: Tech cushioning the blow
Despite a 5% drop in the S&P 500 since the war began on Feb 28, Wall Street has remained resilient. Brokerages are holding, and in some cases even raising, targets, betting that AI-driven growth and strong earnings will offset war risks.
Barclays has lifted its S&P 500 target to 7,650, while Citi sees 7,700 and Goldman holds at 7,600. The broader consensus around 7,500 signals that the US is still viewed as a growth engine capable of weathering $100+ oil.
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China: The ‘green shield’ effect
China’s resilience is even more striking. Despite being the world’s largest oil importer, its markets have barely reacted, the CSI 300 is down just 4% since the conflict began.
This is because years of heavy investment in renewables and EVs have reduced dependence on fossil fuels, insulating the economy from oil shocks. Even with oil surging as much as 65%, the yuan remained stable and bond yields were contained.
As a result, Goldman maintains an “overweight” stance on China. Notably, no major brokerage has downgraded the market due to the conflict.
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What FY27 could look like for India
Brickwork Ratings expects FY27 to have selective opportunities rather than broad-based rallies. Commodities are expected to do well due to infrastructure and geopolitical factors, equities will have headwinds due to global uncertainty and earnings, and debt will provide stability.
Kotak Institutional Equities also believes that “although the recent correction has been beneficial for risk-reward, valuations are high. Unlike March 2009 or 2020, when valuations were low and offered clear buying opportunities, the current situation is different. Long-term investors are advised to invest in a disciplined manner rather than hoarding cash.”
The contrast is stark. “If capital had been deployed into China, it would have been preserved. US markets will benefit from tech-driven growth. India is the most exposed market to an energy crisis, losing 1.3% for every 10% rise in oil prices and currency weakness.”
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(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)
The shares of Cochin Shipyard rallied around 15% on Wednesday after the stock was added to the NSE‘s futures & options (F&O) segment, leading to expectations of greater liquidity and higher trading volumes.
The sharp surge also comes amid a bullish trend in shipyard stocks after Garden Reach Shipbuilders & Engineers (GRSE) reported its highest-ever annual turnover of Rs 6,400 crore for financial year 2026, marking a 26% jump from Rs 5,076 crore in the previous year.
Shipyard stocks rally
Cochin Shipyard shares surged to Rs 1,372 per share, while Mazagon Dock Shipbuilders shares jumped more than 13%. GRSE shares, meanwhile, surged over 19% on Wednesday morning. These stocks are the top gainers on the Nifty India Defence index, which itself is up around 6%.
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The sharp surge in Cochin Shipyard’s share price led to a strong increase in its market value. The rally added more than Rs 4,700 crore to the company’s market capitalisation, bringing it close to Rs 36,100 crore.
The sharp surge also comes amid broader market optimism, as investors increasingly hoped for a sooner end to the raging war between Iran and US-Israel. Sensex surged around 2,000 points while Nifty climbed above 22,900 on Wednesday morning.
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Cochin Shipyard is one among the 8 stocks added to NSE’s futures & options (F&O) segment from today onwards. The other seven stocks on the list include Adani Power, Hyundai Motor India, Force Motors, Godfrey Phillips India, Motilal Oswal Financial Services, Nippon Life India Asset Management and Vishal Mega Mart. In a circular issued on Monday, NSE announced the market-wide position limits, trading member-wise position limits, FII/FPI (Category I & II), mutual fund position limits, trading member proprietary limits and client-level limits.Cochin Shipyard shares saw strong trading volumes of more than 54 lakh after the inclusion into the F&O segment, according to data on NSE at 12 pm. The stock has fallen nearly 10% in one month, and is down 17% in 2026 so far. In the longer term, the stock has rallied more than 467% in three years.
(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)
Across South Carolina, residential architecture is evolving rapidly. From coastal retreats in Charleston to modern developments in Greenville, more homeowners are building multi-story properties to maximize space, views, and property value. With this shift, residential elevators are no longer considered a luxury; they are quickly becoming an essential feature in many South Carolina homes.
The Rise of Multi-Story Living
One of the main drivers of the growing demand for home elevators is the rise in multi-level housing. In coastal areas like Myrtle Beach and Hilton Head Island, homes are often built on elevated foundations due to flood zone regulations. This means stairs are unavoidable, and navigating multiple floors daily can become inconvenient over time.
Residential elevators provide a practical solution, allowing homeowners to move effortlessly between levels while improving overall accessibility. They also make it easier to transport heavy items, groceries, or even elevator cargo such as furniture and luggage without strain.
Aging Population and Accessibility Needs
South Carolina has a growing population of retirees and aging homeowners who prefer to stay in their homes rather than relocate. This concept, known as aging in place, is a major driver behind the rise of residential elevators.
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As mobility becomes a concern with age, stairs can pose safety risks. Installing a home elevator ensures that homeowners can maintain independence and access every part of their home safely. Compared to alternatives like stair lifts, elevators provide a more comfortable, long-term solution that accommodates wheelchairs, walkers, and caregivers when needed.
Increased Property Value and Market Demand
In today’s competitive real estate market, buyers are looking for homes that offer both luxury and functionality. Residential elevators add significant value to a property, especially in upscale areas of South Carolina.
Homes equipped with elevators appeal to a broader range of buyers, including retirees, families with accessibility needs, and luxury home seekers. In high-demand coastal markets, an elevator can be a key differentiator that sets a property apart.
Additionally, as more buyers expect modern features, homes without elevators may become less competitive over time. Installing one is not just about convenience it’s a strategic investment.
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Convenience for Everyday Living
Beyond accessibility, residential elevators greatly enhance day-to-day living. Carrying laundry, groceries, or heavy items up and down stairs can be exhausting, particularly in larger homes.
With a home elevator, these daily tasks become effortless. Whether it’s transporting suitcases after a trip or moving household items between floors, elevators simplify routines and reduce physical strain.
This convenience is especially valuable for families, where multiple members may need to move items frequently throughout the day.
Technological Advancements and Design Flexibility
Modern residential elevators have come a long way in terms of design and technology. Today’s systems are more compact, energy-efficient, and customizable than ever before.
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Homeowners can choose from a variety of styles, including sleek glass elevators, traditional enclosed systems, and space-saving models that fit seamlessly into existing homes. Advanced safety features, quiet operation, and smart controls make them user-friendly and reliable.
Because of these innovations, working with professional home elevator installers has become easier, as they can tailor solutions to fit the specific layout and design of each home.
Safety and Long-Term Planning
Safety is another key reason why residential elevators are becoming essential. Falls on stairs are one of the leading causes of injuries in homes, particularly among older adults. Elevators reduce this risk significantly by providing a safe and stable way to move between floors.
For homeowners planning long-term, installing an elevator during construction or renovation is a proactive decision. It ensures that the home remains functional and accessible for years to come, regardless of changing mobility needs.
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Coastal Lifestyle Considerations
South Carolina’s coastal lifestyle also plays a role in the growing popularity of home elevators. Beach homes often involve multiple levels, outdoor living spaces, and frequent hosting of guests.
An elevator makes it easier to accommodate visitors of all ages and mobility levels, enhancing the overall experience of coastal living. It also simplifies moving items like beach gear, groceries, and luggage between floors.
Conclusion
Residential elevators are no longer just a luxury feature; they are becoming a necessity in South Carolina homes. With the rise of multi-story living, an aging population, and increasing demand for convenience and accessibility, elevators offer practical solutions that enhance both lifestyle and property value.
From improving safety to simplifying daily tasks and supporting long-term living, home elevators are a smart investment for modern homeowners. As more people recognize their benefits, residential elevators will continue to play a vital role in shaping the future of housing across South Carolina.
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