CoStar Group is accelerating its headquarters move from Washington, D.C., to Arlington County, thanks to a deal with a tenant in the headquarters building that included a $48 million early termination fee.
The global real estate data and analytics company, best known for its Apartments.com and Homes.com marketplaces, announced plans to relocate its corporate headquarters to Arlington in February. CoStar founder and CEO Andy Florance told Virginia Business in mid-October that some CoStar employees were already working in the building and CoStar planned to have “a significant percentage of [its] team in the Washington metropolitan area” moved there by May 2025. Now, CoStar plans to have the headquarters move finished in early 2025.
CoStar purchased the Central Place Tower at 1201 Wilson Blvd. for a reported $339 million in February, with plans to invest $20 million in the move. CoStar also secured sole use of the previously public 12,000-square-foot observation deck at the top of the building (formerly The View of DC), paying Arlington County $13.95 million, funding the county manager has proposed be put toward the planned redevelopment of a nearby 3-acre park.
The tenant releasing office space, Connecticut-based research and advisory firm Gartner, paid CoStar a $48 million early termination fee and ceded 11 floors of the 560,000-square-foot office tower. Gartner signed a new lease for about 49,000 square feet on the 11th and 12th floors through December 2032. The deal “unlocks sufficient space” for CoStar to relocate its headquarters, according to CoStar’s Nov. 1 news release.
“We’ve always intended for 1201 Wilson to become CoStar Group’s headquarters, but this agreement makes it possible for us to complete that process even faster and to better accommodate our continued rapid growth and expansion,” Florance said in a statement.
CoStar’s lease on its current headquarters — 1331 L St. NW in Washington, D.C. — is set to expire in 2025. The company bought the building for more than $41 million in 2010 and sold it in 2011 for $101 million, completing a sale-leaseback deal for a more than 140% return.
The real estate data and analytics firm has heavily invested in Virginia, with a $460.5 million expansion of its Richmond presence underway and expected to be completed in 2026. When complete, its Corporate Innovation Campus is set to have 1 million square feet of office space.
CoStar reported $2.46 billion in 2023 revenue. Founded in 1986, it has more than 6,400 employees.
When CoStar Group was searching for its new headquarters in 2022, Central Place Tower at 1201 Wilson Blvd. in Arlington County, with its impressive accompanying bird’s-eye views, captured the company’s attention.
Located about a quarter mile from the Potomac River, the gleaming, 391-foot-tall Class A office building features floor-to-ceiling windows across its 31 stories, reflecting the sky, all topped off by a 12,000-square-foot observation deck providing a panoramic view of the area and D.C. landmarks like the Washington Monument. The deck’s three stories of windows and a terrace looked like it would make an ideal meeting place for a company flying in clients from places like Los Angeles, London and Singapore.
Outside the 560,000-square-foot building, a 16,000-square-foot outdoor plaza provides a place to take a break or eat lunch, and across the street stands the Rosslyn Metro station, where passengers can catch a train to either of the region’s two major airports.
“What really appealed to us was the opportunity to have a significant presence up in Rosslyn on a transportation hub … and something that’s a real iconic building [where] we could gather folks coming from around the world for meetings and the like,” explains CoStar founder and CEO Andy Florance.
CoStar, a global real estate data and analytics company best known for its Apartments.com and Homes.com brands, first contacted the Virginia Economic Development Partnership about potentially relocating its corporate headquarters to Virginia from Washington, D.C., in September 2022. During CoStar’s assessment of more than 25 sites in D.C., Arlington and Fairfax County, the company narrowed in on Central Place Tower.
But the building came with a challenge for CoStar: The observation deck, then called The View of DC, came with a county easement that kept it open to the public as a tourist attraction and events space. The View of DC recorded 32,188 visits in 2023, of which about 27,000 were from non-Arlington residents.
“For us,” Florance says, “when we’re trying to bring people in from around the world and having these meetings and partner meetings and staff and client training, having a special space to gather people was important, and having public access and secure, confidential meetings would be difficult or not feasible.”
That’s when Arlington rolled up their sleeves. To address the easement question, explains Arlington Economic Development Director Ryan Touhill, his team worked with the county’s planners, attorney’s office and board “to determine, ‘Could we unwind that?’ and that way, that could give CoStar full access to this prime, trophy office building, and then [the county could] use the funding that we would get from that to reinvest in the neighborhood.”
In February, CoStar announced it would relocate its corporate headquarters to Central Place Tower, purchasing the building for a reported $339 million with plans to invest $20 million in the move. The company is formulating its renovation plans for the building, including lobby and security improvements.
Some CoStar employees are already working at Central Place Tower, and the company plans to have “a significant percentage of [its] team in the Washington metropolitan area” based there by May 2025, Florance says, with all corporate headquarters staff moving to the building by the end of 2025.
CoStar reached a deal to obtain sole use of the observation deck, paying Arlington County $13.95 million, funding the county manager proposed to be used toward the planned redevelopment of the nearby 3-acre Gateway Park, home to the annual Rosslyn Jazz Festival.
In July, the Arlington County Board approved a site plan amendment and a zoning ordinance amendment allowing CoStar private use of the observation deck and allocated the funds for the park’s redevelopment.
“This actually helped accelerate the redevelopment of that park space by nearly a decade, and so now we’ll have a truly world-class amenity in the heart of Rosslyn that will benefit those folks that come to work there every day,” Touhill says. “It’ll benefit the residents and any visitors that we bring to the park.”
Arlington’s negotiations with CoStar to reach an agreement on the observation deck is one example of the flexibility Virginia state and local officials demonstrate when attracting and retaining large economic development projects, including multiple major corporate headquarters relocations.
Lay of the land
Twenty-four Fortune 500 companies are headquartered in Virginia, not counting Amazon.com, which officially opened its East Coast headquarters, HQ2, in Arlington’s National Landing area in June 2023. Additionally, since 2020, huge companies like ASGN, Boeing, RTX and CoStar have announced headquarters moves to Virginia.
Winning Amazon’s HQ2 in 2018 was a coup for Virginia, which triumphed over nearly 240 competing bids from other cities and states.
HQ2 was “a real catalyst in some ways,” says VEDP President and CEO Jason El Koubi. “I think it sent a signal to the rest of the world that Virginia is America’s East Coast tech hub, that Virginia is sort of America’s corporate hometown, a place where you have a real density of corporate headquarters that are thriving.”
Along with state and local officials’ willingness to negotiate, Virginia has attracted corporations like Amazon because of its business-friendly environment, educated workforce, location and track record.
Although the state’s recent headquarters wins have garnered big headlines, it’s not a new phenomenon. In past decades, Virginia has been the corporate base for companies like ExxonMobil, AOL, Circuit City and A.H. Robins Co. And it’s currently home to international defense contracting giants like Northrop Grumman and General Dynamics.
The commonwealth historically has had success attracting major headquarters, says Todd Haymore, managing director of Hunton Andrew Kurth’s global economic development, commerce and government relations consultancy and a former Virginia secretary of commerce and trade.
“Look at the broad scope of time,” Haymore says. “It’s not just happening in the last couple of years; it’s happened across decades, and I think it’s fostered by the fact that we are recognized as that pro-business, pro-growth, pro-job creation state.”
For instance, Virginia is a right-to-work state, meaning employees cannot be required to join a union as a condition of employment.
Factors such as these, along with the state’s strong foundation in higher education and workforce training, have contributed to Virginia’s record six wins as CNBC’s Top State for Business in the cable business news network’s annual rankings for 2024, 2021, 2019, 2011, 2009 and 2007.
Also aiding the state’s business-friendly reputation is its stable regulatory environment.
“Companies generally look at Virginia and say, ‘OK, doesn’t matter who’s in the governor’s mansion, doesn’t matter who’s controlling the General Assembly, it’s still going to be pro-business.’ That means a lot,” Haymore says.
CoStar worked with local and state officials, including multiple gubernatorial administrations, on bringing its campuses to Virginia and expanding its footprint in Richmond.
“Virginia generally is very supportive in their economic development efforts to help make it easy for companies like ours to make the sort of massive investments necessary to move your location into the state. They’ve been very supportive. They have gone the extra mile,” Florance says.
The state’s fiscally responsible as well, El Koubi points out. In November 2023, Fitch Ratings affirmed the Virginia government’s AAA long-term issuer default rating, the highest rating Fitch issues. In September, S&P Global Ratings affirmed the commonwealth’s AAA long-term rating on its general obligation debt outstanding, though its appropriation-backed debt received an AA+ rating. Virginia first received an AAA rating from S&P Global in 1962.
Additionally, the commonwealth has maintained a corporate income tax rate of 6% since 1972. “From a tax and regulatory standpoint, Virginia is a very reasonable, predictable, stable operating environment for businesses,” El Koubi says.
That steady corporate tax rate can reduce costs for businesses relocating from other states, providing a competitive advantage for Virginia. For example, neighbors Maryland and Washington, D.C., have an 8.25% corporate income tax rate.
Sweetening the pot
Along with Fairfax County’s location, a factor in Hilton’s decision to relocate its headquarters there in 2009 from Beverly Hills, California, was that the move would significantly reduce operating costs, according to the Fortune 500 global hotelier.
“Northern Virginia places Hilton strategically in a central location near our nation’s capital, where we’ve had the benefit of operating in a stable business climate and have simultaneously reduced our operating costs,” Hilton’s senior vice president and global head of talent, Christine Maginnis, said in a statement to Virginia Business.
Similarly, while not always related to company costs, incentive packages offered by Virginia and its localities also help secure large economic development projects like headquarters relocations and major corporate campuses.
For example, CoStar’s Richmond campus, which predates its headquarters move to Arlington by nearly a decade, demonstrates the state’s success in tailoring benefits for companies.
In 2016, CoStar announced it would build a research and technology center in Richmond. Five years later, the company announced a $460.5 million expansion of its Richmond presence into its Corporate Innovation Campus, housing sales, marketing, software development and various other functions. CoStar expects to create 1,984 jobs and have 1 million square feet of office space in the expanded riverfront campus, which is expected to be completed in 2026.
As part of the benefit package for CoStar’s Richmond expansion, the state legislature approved a $15 million grant fund reimbursing the company for public infrastructure improvements, including commuter access and parking and pedestrian access. If, however, CoStar does not reach at least 90% of its pledged job creation and capital investment by Dec. 31, 2028, the company will have to repay an amount proportional to any missed targets.
For CoStar’s Arlington headquarters relocation, Gov. Glenn Youngkin approved $3.5 million for a Virginia Economic Development Incentive Grant (a performance-based cash grant), and a $1.25 million grant for Arlington County from the Commonwealth’s Opportunity Fund, a cash grant awarded to local governments on behalf of a company to offset or reimburse certain project-related costs.
Nevertheless, economic incentives are generally just one of several factors that companies consider when locating headquarters or other major assets in Virginia, not the deciding factor.
For instance, when Boeing announced it would relocate its headquarters from Chicago to Arlington in May 2022, the Fortune 100 aerospace and defense contractor did not receive discretionary state incentives. Nor did Fortune 100 defense contractor RTX, at the time branded as Raytheon Technologies, which announced in June 2022 that it would move its headquarters from Massachusetts to Arlington.
Planning ahead
Access to an educated labor force is another important component of a company’s considerations when locating a headquarters, and another place where Virginia is strong.
“I would say that one of the key things that attracted us to Virginia is the higher education system — Virginia Tech, VCU, James Madison, just a whole range of great educational institutions [that] gave us the confidence that we would have the workforce we’d need,” says CoStar’s Florance.
In U.S. News & World Report’s education rankings for states, Virginia ranks No. 10 in education overall, No. 9 in pre-K-12 education and No. 20 for higher education.
In Arlington, 78% of the county population holds a bachelor’s or higher degree, according to the 2023 U.S. Census Bureau American Community Survey one-year estimate.
Additionally, Virginia is ripe to target businesses seeking tech talent. Part of the state’s successful bid to land Amazon HQ2, Virginia’s Tech Talent Investment Program aims to produce 31,000 in-demand computer science and related graduates in the next two decades. The program is 2 1/2 years ahead of schedule, according to El Koubi.
It also showed Virginia’s commitment to a long-term strategy, says Chris Lloyd, director of infrastructure and economic development with McGuireWoods Consulting: “I think that that showed that Virginia wasn’t just in it for the short term, but that we were going to build this 20-year pipeline of tech talent and obviously everything else associated with that. … Instead of thinking short term, we thought long term, and leading companies are recognizing that.”
The tech talent program has fueled large state investments in higher education infrastructure, such as Virginia Tech’s $1 billion Innovation Campus in Alexandria, which enrolled its first class in 2020 in temporary space. The campus’ first academic building is set to open in spring 2025. Meanwhile, George Mason University is building its $178 million Fuse at Mason Square, which will have 345,000 square feet for research and development labs, corporate innovation centers and related facilities.
“Almost every business operation now is in part sort of a tech operation, where, corporate headquarters included, … they need tech talent as part of their overall talent needs, and so we’re really doubling down on that and investing in our talent pipeline and solidifying that as one of Virginia’s differentiators,” El Koubi says.
When ASGN moved its headquarters from Calabasas, California, to Henrico County, announcing in 2020 that it would invest $12.4 million on the move, the decision was partly because the Fortune 1000 IT company already had a major subsidiary, Apex Systems, headquartered in Henrico, but ASGN President and CEO Ted Hanson also cited the state’s talent pipeline.
“Virginia’s strong pipeline of information technology talent for both the commercial and government sectors make it an ideal place for us to have our headquarters and continue to grow,” Hanson said in a statement at the time.
Boeing was also attracted to Virginia in part because of its talent pool, according to a statement then-CEO Dave Calhoun made during its announced relocation from Chicago: “The region makes strategic sense for our global headquarters given its proximity to our customers and stakeholders, and its access to world-class engineering and technical talent.”
Boeing had previously made a $50 million, multiyear commitment to Virginia Tech’s Innovation Campus.
Location, location, location
Outside of tech talent, corporate headquarters need a large professional services core, and the Northern Virginia and Richmond regions offer that, says Lloyd. If you’re going to be establishing a headquarters, he says, “you need to have large law firms and large accounting firms and large ad firms and all the cluster around you.”
Virginia’s central Eastern Seaboard location gives it another boost in headquarters location decisions. “Virginia offers corporate headquarters companies proximity to key economic hubs around the East Coast [and] critical consumer markets,” El Koubi says.
Plus, Northern Virginia features two major airports, with Washington Dulles International Airport offering nonstop flights to 59 international destinations. And the statewide Port of Virginia system, which processed 3.5 million 20-foot equivalent units in fiscal 2024, provides convenient shipping and rail access.
“In Northern Virginia, the airports are a critical factor for a global company [that has] people coming in from around the country and around the world,” says Florance. The headquarters building in Rosslyn was particularly appealing because of its location on the Metro line between Ronald Reagan Washington National Airport and the Dulles airport, he says.
RTX’s 2022 announcement of its headquarters move to Arlington cited the Washington, D.C., region “as a convenient travel hub for the company’s global customers and employees.” And in 2009, Hilton President and CEO Christopher Nassetta touted the commonwealth’s “central location from which to operate a global organization.”
Additionally, Northern Virginia’s proximity to the nation’s capital and the Pentagon makes the region attractive for headquarters, particularly for federal contractors.
“It’s appealing to be headquartered in the D.C. area, not just from a talent access perspective or business climate perspective in Virginia, but because [companies] have close proximity to the federal government from a lobbying and government affairs standpoint,” says Michael Hartnett, JLL’s research lead for the mid-Atlantic region.
Virginia’s competitive advantages for landing corporate headquarters also have grown through the wealth of companies that have previously relocated to the commonwealth.
“Part of what makes Virginia a very business-friendly state and a very strong ecosystem for headquarters,” El Koubi explains, “is the fact that you have a very high density of corporate headquarters in Virginia. … These headquarters companies like to cluster to some extent, in part because of the talent but also because of some of the things that a corporate headquarters needs, including connectivity to the rest of the country and the rest of the world.”
On the local level, Arlington also is profiting from its record of attracting companies like Amazon, Boeing, RTX and CoStar.
“When these companies select us,” Touhill says, “it’s a vote of confidence in Arlington and Virginia’s business environment, and like-minded companies take note of that.”
The Department of Defense’s Missile Defense Agency has awarded a $900 million contract modification to Raytheon, a subsidiary of Arlington County’s RTX, according to a DOD notice posted Friday.
Under the extension, Raytheon, a defense contractor that is also based in Arlington County, will continue operations and support for the Sea-based, X-band Radar (SBX 1), a nine-story, floating radar system that can detect and track ballistic missiles, and the 13 Army-Navy Transportable Radar Surveillance and Control Model 2radar systems, which also detect and track ballistic missiles.
The non-competitive two-year-extension will increase the ceiling of the indefinite delivery, indefinite quantity contract from $1.7 billion to $2.6 billion. The modification will extend the ordering period to Oct. 31, 2026, resulting in an overall contract ordering period of nine years.
In 2017, the Missile Defense Agency awarded Raytheon a $1.5 billion deal for operations and sustainment of the X-band Radar and the Army Navy Transportable Radar Surveillance Model 2 systems.
Work will be performed in Massachusetts and at multiple radar sites inside and outside the United States.
In 2020, Raytheon merged with United Technologies to form Raytheon Technologies. In 2022, the company relocated its global headquarters from Massachusetts to Arlington. The company rebranded as RTX in 2023.
Earlier this month, the U.S. Department of Justice announced that Raytheon has agreed to pay more than $950 million to resolve multiple allegations that include fraud and bribing a Qatari official.
With more than 185,000 employees globally, RTX reported $68.9 billion in sales in 2023.
As an early-stage startup founder, Ray Magee grew accustomed to hearing ‘no.’
In the eight years since he founded Centreville-based BloomCatch, a plant recognition app, Magee reckons he’s applied for seven or eight grants. So, when BloomCatch landed a $50,000 grant from Fairfax County in November 2023, he admits to some initial disbelief.
“I thought, ‘There’s no way,’” Magee recalls.
BloomCatch was among five early-stage technology startups to receive $50,000 grants in an inaugural round from the Fairfax-based Fairfax Founders Fund, which supports early-stage, high-growth startups based in the county.
The company is among a growing number of startups taking advantage of a variety of programs launched by Northern Virginia counties seeking to boost entrepreneurship, particularly among underrepresented founders.
Fairfax, already an established home for government contractors and tech companies, recognized a “need for there to be a stronger innovation ecosystem, a stronger support system and network for startup companies here,” says founders fund manager Eta Nahapetian.
Arlington County recognized a similar need to generate local activity, says Michael Stiefvater, Arlington Economic Development’s business investment group director.
Fairfax Founders Fund started with an initial $1 million allocation from the county and plans to announce its second cohort in coming weeks, with a third application round planned for early 2025.
The Arlington Innovation Fund, which focuses on early-stage tech companies, also received a $1 million initial infusion from its local government, $400,000 of which was distributed via the county’s Catalyst Grant program, which awards $25,000 to $50,000 grants to Arlington-based startups. A separate Arlington Innovation Fund program is devoted to building the tech ecosystem through programming and partnerships.
Arlington has announced two cohorts of Catalyst grantees — five companies in February and four in June. Applicants are vetted to ensure companies have completed business licensing requirements, customer discovery and more, and grantees are also reviewed along the way to see how they are faring.
Arlington and Fairfax will review their grant programs before deciding whether either will continue.
The Fairfax grant has helped BloomCatch blossom by providing funding for participating in trade shows, fine-tuning its app and adding four part-time staffers, including a salesperson. Since its founding, BloomCatch has raised about $480,000 and is on track to bring in six figures in annual revenue for the first time this year.
As Andre Marshall was speaking to a reporter about cybersecurity in late July, one of the biggest technology failures in recent memory was unfolding in real time.
A worldwide Microsoft Windows outage on July 19 brought airports, banks, subways — and even the Marshall household — to a standstill.
George Mason University’s vice president for research, innovation and economic impact, Marshall says that his wife, a trial lawyer in Washington, D.C., couldn’t access information for her cases.
“I don’t even know how she’s getting through her trials today because her computer didn’t work and everything is on the computer,” Marshall said at the time.
The massive outage, traced to a failed software update by security firm CrowdStrike, underscored the need for better cybersecurity measures for government and businesses. Simply put, the United States lacks enough skilled cybersecurity workers to protect computer systems from attacks, hacking or even simple software malfunctions.
Virginia has more than 53,000 cybersecurity job openings, the most of any state, according to industry analyst CyberSeek, and George Mason University is a key partner in the state’s efforts to fill the technology talent pipeline.
George Mason recently received nearly $200,00 from the Commerce Department’s National Institute of Standards and Technology for a two-year program to improve cybersecurity workforce development. Professor Nirup Menon and instructor Brian Ngac in the Costello College of Business’ information systems and operations management division will partner with Mobius Consulting and Institute for Defense Analyses to create 12-week projects that aim to give students hands-on experience as they train for cybersecurity careers.
The program is just the latest cybersecurity initiative at George Mason, which is part of the Commonwealth Cyber Initiative, a partnership of Virginia colleges and universities, industries, local governments, economic development offices and other organizations that operate with a shared mission of improving cybersecurity research and workforce training, with an emphasis on the maritime, defense and transportation industries. CCI divides the commonwealth into four regional nodes, with George Mason as lead institution for the Northern Virginia node, a region that has a “voracious appetite for computing talent,” Marshall says, primarily because of the large number of federal government contractors there.
Talent scouts
CCI distributes about $17 million statewide to fund cyber training and research, but that amount is hardly enough to meet the needs of an industry that has a shortfall of nearly 470,000 employees nationally, according to CyberSeek.
“$17 million a year is not enough to establish anyone as a global leader, even though that’s our goal, to help Virginia become a global leader in cybersecurity,” says Liza Wilson Durant, George Mason’s associate provost for strategic initiatives and community engagement and director of CCI’s Northern Virginia node.
Durant says that Virginia’s cybersecurity workforce shortfall averages between 50,000 and 60,000 openings per month, and that the need is expanding as cybersecurity measures adapt to ever-evolving technologies, with many new jobs now requiring experience with artificial intelligence.
“We don’t have enough cyber talent, and now we don’t have enough AI talent,” Durant says. “The technical needs are accelerating in new areas.”
That’s why George Mason is investing heavily in training cybersecurity workers, she says.
“When I talk to my industry partners and say, ‘How do you want me to invest my resources? Research, workforce or entrepreneurship?’ Ten out of 10 times, our industry partners will say, ‘Get me more workforce,’” Durant says, “so I’ve made some big bets on talent.”
George Mason offers 23 separate degree programs that include a cybersecurity focus, Durant says, many of them in the university’s Department of Cyber Security Engineering. Mason also helps students get practical experience by connecting them with internships at firms that have cybersecurity needs.
Dylan Knoff, a 20-year-old computer science major and junior, interned this summer with nonprofit technology research and development company Battelle, gaining experience in reverse engineering software programs to uncover vulnerabilities in security protection. Knoff is also president of the university’s Competitive Cyber club, a group of more than 500 students that competes in cyber contests, from quiz show-style games to digital capture-the-flag sports. In February, the George Mason team beat more than 20 other Virginia college teams in the Commonwealth Cyber Fusion Cup cybersecurity competition.
The games are fun, but have real-world applications, Knoff says. He began competing in cybersecurity contests as a high school student in Florida, and he says that the games’ competitive nature hones fast-paced, critical-thinking skills required in the cybersecurity workplace. Plus, industry professionals often attend the cyber games to give talks and seek talent.
“I’m really passionate about these competitions. Employers enjoy them,” he says, adding that, “I really want to do cybersecurity. It’s not just about stopping bad guys. Cybersecurity is also about protecting confidentiality of critical systems in general. It’s not just cyber protection. It’s about [ensuring protective] redundancy and cyber resiliency. … It’s super vast and requires intimate knowledge.”
It’s also a field where Knoff is confident he will find a good-paying job. “It’s low supply and high demand,” he says.
That’s why George Mason and other CCI institutions run summer camps and hack-a-thons for public school students, as well as training programs for teachers, as part of an enormous effort to get more young people interested in cybersecurity studies.
“We know that if the kids haven’t decided to do a STEM field by middle school, they probably won’t choose it at all,” Durant says.
Many roles to fill
Because the demand for cyber workers is so high right now, the industry can’t wait for middle school students to grow up, go to college and join the workforce. George Mason is looking for more immediate results from its “traineeship” program geared toward older workers in other fields who might consider switching careers — “like a reporter who’s excited about cybersecurity who wants to change his job or an accountant or someone who studied psychology or a transitioning military person or a stay-at-home mom, who was an engineer 20 years ago and wants to come back,” Durant says, describing the types of workers who enroll in the program. It includes 19 weeks of combined training and work experience, with participants getting paid $19,200 for their work —$7,200 for seven weeks of coursework and $12,000 for a 12-week placement with an employer.
“We train them full time for seven weeks in cybersecurity,” Durant says. “At the end of that seven weeks of what you could call a ‘boot camp,’ … we place them for 12 weeks with industry partners, and they go to work.”
Last year, the program attracted more than 400 applications for just 20 positions, she says. Just under half of the participants were women, an underrepresented demographic in the cybersecurity industry. This year, about 300 people applied for 23 openings in June. In the future, more career-switching adults will need to join the ranks of cybersecurity professionals, Durant believes.
“Degrees alone will not meet the demand in the region,” Durant says. “We have to look at alternative pathways to skill people.”
The NIST grant creates a partnership with Mobius Consulting, a woman-owned, Alexandria-based defense industry consultant, and the Institute for Defense Analyses that will create a similar intensive program geared toward people who might not have previously considered cybersecurity as a career. The workshops aim to develop a more diverse workforce by including Trinity Washington University, a historically Black university in Washington, D.C., as a partner.
Menon, one of the professors who received the grant, echoed Durant’s assertion that the industry will need to look beyond computer science majors for reinforcements in the cybersecurity field. To that end, he and collaborator Ngac will host workshops for college and high school students who haven’t previously considered working in tech industries.
“We’re looking for students who are not just engineers working in areas like hardcore ethical hacking, but those who can fill all kinds of roles,” Menon said. “We need people who can be creative and who can imagine threat scenarios, so we will provide workshops for non-tech students, high school students, liberal arts students. … We want them engaged. They don’t have to be in math or science; they just need to be creative.”
Changing with the times
A major catalyst in boosting George Mason’s cybersecurity programs was Amazon.com’s decision to locate its new HQ2 East Coast headquarters in nearby Arlington County. The state incentives that brought Amazon to Northern Virginia included $375 million to George Mason and Virginia Tech to increase the number of tech-related master’s degrees.
“That investment was a game changer,” says Marshall.
Later this year, George Mason will begin opening its new, $258 million, 345,000-square-foot Fuse at Mason Square building, which will house the university’s digital innovation institute, computer labs, high-tech classrooms and office space.
“We’re going to have companies there; we’re going to have government there,” Marshall says, adding that the university’s School of Computing will move into the building in 2025.
Creating new companies is a priority, Marshall says. His office spearheaded a cybersecurity business incubator and accelerator program that supports startup companies and entrepreneurs. The initiative, led by Gisele Stolz, director of entrepreneurship and innovation programs, earned CCI’s Impact Award and has helped launch about two dozen cybersecurity companies the past four years, Marshall says.
The George Mason-anchored Northern Virginia CCI node generated an estimated $101.6 million in economic impact in Northern Virginia for 2023, supporting an estimated 462 jobs and generating $3.3 million in state and local tax revenues, according to a report from the research institute RTI International.
George Mason was founded as a branch of the University of Virginia in 1949 and became an independent university in 1972. Because it is relatively young compared with other Virginia universities, Marshall says, it has grown and modernized alongside the region, which has become a government contracting and technology hub for the nation.
“We’ve grown according to the contemporary needs of our region,” Marshall says. “That’s really important in understanding how Mason is addressing the pipeline needs in computing, in technology and in cybersecurity. We’re not stuck in traditional ways of doing things, so we have an outsized impact on computer and information science, because that’s what in the past 50 years society has needed.”
George Mason At a glance
Founded Originally formed in 1949 as an extension of the University of Virginia, George Mason University became an independent institution in 1972.
Campuses George Mason’s footprint covers 848 acres in Northern Virginia. In addition to its Fairfax campus, this includes the Mason Square campus in Arlington, the Science and Technology campus in Manassas, and the Smithsonian-Mason School of Conservation in Front Royal.
The Fairfax Campus, with a residential student population of about 6,000, is home to seven colleges, including the first College of Public Health in Virginia, as well as the university’s 22 men’s and women’s Division I athletics teams.
Located in the Rosslyn-Ballston corridor, Mason Square is home to the Antonin Scalia Law School, the Jimmy and Rosalynn Carter School for Peace and Conflict Resolution, the Schar School of Policy and Government and courses in the College of Engineering and Computing, the Donald G. Costello College of Business and the College of Visual and Performing Arts. In 2024, George Mason will open its new Fuse at Mason Square building, a collaborative hub uniting scholars, students, researchers, policymakers and business developers.
George Mason’s SciTech Campus serves more than 4,000 students in five innovative facilities specially designed for classrooms, laboratories, libraries, recreation, the arts and other uses. And the Mason Korea campus in Songdo, South Korea, celebrated its 10th anniversary in 2024.
Enrollment* 40,185
Student profile**
Female: 51%
Male: 49%
In-state: 78%
Minority: 50%
Academic programs George Mason offers more than 200 degree programs, including 69 undergraduate degree programs, 92 master’s degree programs, 39 doctoral degree programs and a juris doctorate.
Faculty 1,716 full-time
Tuition, fees, housing and dining
In-state tuition and fees: $14,220
Out-of-state tuition and fees: $38,688
Room and board: $14,090
*Includes 664 students at Mason Korea, fall 2023
**U.S. campuses only, fall 2023
To understand office vacancy rates in Northern Virginia, Art Greenberg, the Washington, D.C.-based vice chairman for tenant advisory firm Savills Inc., employs the turkey sandwich test.
In short, he explains, today’s workers want an office building where they can walk a block or two and find a half-dozen places to get a turkey sandwich for lunch. Maybe several are fast casual joints, and maybe one or two are mid-level restaurants or even a higher-end spot.
In areas where workers can find that, Greenberg expects low office vacancy rates. But in suburban office parks, far from Metro trains or walkable areas, he expects more vacancies.
Office vacancy rates in Northern Virginia remain at record high levels, according to analysis from commercial real estate firms JLL and CBRE. As of June, roughly 24% of the region’s estimated 150 million square feet of office space was vacant. That’s about a half a percentage point higher than in March and about 4 percentage points higher than the beginning of 2020.
These higher vacancy rates have created a cascading concern for municipalities such as Fairfax County, Arlington County and Alexandria, where local leaders are weary of declining value for local office buildings and shrinking local tax revenues.
In turn, the vacancies have forced leaders in Northern Virginia cities and counties to push for a series of changes, ranging from fast-tracking zoning changes to requesting state aid to redevelop critical urban corridors to reconsidering novel uses for traditional buildings.
All the while, office construction has slowed and is expected to result in about one-third of the new square footage added in 2022. Banking and real estate officials are still worried about high interest rates that can squeeze building owners. There’s also a lack of clarity about office space needs amid a post-pandemic remote and hybrid work environment.
But generally, they say, the region is faring about as expected.
“This shoe that was supposed to drop any time within the last 12 or 24 months doesn’t appear to have dropped in as adverse or negative of fashion as a lot of people expected it would with respect to commercial real estate,” says Bruce Whitehurst, president of the Virginia Bankers Association. “Within the regulated commercial banking industry, losses on commercial real estate loans just haven’t materialized in the way that I think a lot of people expected two or three years ago.”
Instead, analysts say, a careful parsing of the numbers reveal two markets for office space in Northern Virginia.
The first, reaching from Dulles International Airport and following to Reston through Tysons, then Rosslyn and on to National Landing, is home to a stretch of trophy Class A office space where vacancies are tight. Those offices are newer, with more amenities (think phone booths and rooftop decks) and more places for employees to socialize at lunch or after work. Office vacancy rates at Reston Town Center are at about 4% to 6%, according to reports from JLL and BXP. It is part of a stretch, to Greenberg’s point, where turkey sandwiches may be found in abundance.
The second market contains much of the rest of the region. About 80% of the vacancies in the region come from older buildings and Class B or Class C office space. Many of those were built in the 1980s and 1990s and lack amenities such as modern IT infrastructure. Some will be redeveloped, and some will simply need to be torn down.
“We have, frankly, [office] product that has become obsolete and that we need to redevelop, reposition or divert, to do something different with,” says Ryan Touhill, Arlington’s economic development director.
The question then becomes what something different looks like.
A new lease on life
Real estate analysts and local economic development officials describe a demand for modern buildings and neighborhoods that are higher on environmental and walkability scores, those with natural light, more breakout rooms for collaboration and more private booths to take a phone call. They also boast infrastructure like whiteboards and videoconferencing technology. They tout rooftop decks with generous seating and updated, modern gyms, not an old closet with a few free weights.
“Trophy office buildings that are highly amenitized, that have great workspaces [and] that are in larger neighborhoods, continue to perform well, while older office buildings that have not been updated for some time or which may have outdated amenities … are struggling … to retain and attract tenants,” Touhill says.
According to JLL, vacancy rates for trophy office space a decade ago topped 35%. Today, it’s about 12.7%, while the remainder of the market is at about 23.7%.
But what the future holds for older buildings is that they may need a new lease on life.
For roughly two years, Arlington County has been working to make it easier to redevelop, reposition or divert properties by removing regulatory barriers and constraints.
When building owners want to invest in a project, they often ask two questions: How long is local government approval for this going to take? And how much is this going to cost?
“Right now, we’re trying to get more competitive on those two things,” Touhill says.
By the end of 2024, Touhill says, the county hopes to have completed a revamping of local ordinances that would provide developers with a streamlined checklist process for gaining approvals to revamp office buildings.
Economic development officials and industry experts point to a host of possible ways abandoned office buildings could be converted into other uses. One possibility, says Michael Hartnett, JLL’s Washington, D.C.-based senior director of mid-Atlantic research, could be data centers. Another could be multifamily residential or townhomes.
One of the oft-cited examples of the latter is the former three-building Park Center office complex in Alexandria. Previously, a combined 568,000 square feet, the site was converted into a 435-unit apartment community with 115,000 square feet of office space along the Interstate 395 corridor in 2022. The project was part of a joint venture between USAA Real Estate and Lowe that turned Class B office space once used by the U.S. Department of Agriculture into living units with dens and walk-in closets.
Alexandria allows developers to convert office buildings to residential “by right,” especially if they increase a neighborhood’s population density. The Foundry, a former federal office building and home to Department of Defense workers, was redeveloped in 2020 by Perseus Realty, ELV Associates and Four Points into a 16-story apartment building.
But the difficulty with such swaps, analysts say, is that such buildings often require a significant reworking of mechanical systems. For example, think about the difference between bathroom plumbing alone or the location of windows.
Another possibility could be hotels. Alexandria economic development officials point to the Heron Hotel, which opened in June on Prince Street in historic Old Town. Formerly known as the George Mason hotel, it operated as an inn from 1929 to 1971. Then it became office space, housing the headquarters of the National Center for Missing and Exploited Children until 2018. Interior demolition to transform the building back into a hotel started in 2019, but when the pandemic hit in March 2020 and tourism plunged, financing fell through.
Alexandria economic development officials were able to help the developers — a partnership between Aparium Hotel Group, May Reigler Properties, and Potomac Investment Properties – with an application for Virginia’s Tourism Development Financing Program, which provided roughly $6.2 million in gap funding in January 2022. Through that program, the developer issued bonds that will then be repaid by the developer and future sales tax revenue generated at the hotel.
But not every building will find a new purpose.
JLL’s Hartnett points to 10.1 million square feet of office space throughout Northern Virginia that is waiting to be torn down before the property can be put to a new use.
“It’s not like they can sort of reskin the building and convert it overnight from an office building to an apartment building,” he says. “They really do have to tear it down. But what we’re finding is that there’s a huge appetite out there to … rightsize the market. … Whether it’s outside the Beltway in your Dulles Airport or inside the Beltway all the way to Rosslyn, just across the bridge for D.C., you’re seeing appetite from landlords to convert … and bring more residential, bring more foot traffic into the market.”
Federal foundation
Despite the record-high office vacancies, industry analysts and local officials note that the Northern Virginia market is insulated by space leased by the region’s numerous federal agencies and contractors. The Rosslyn area of Arlington, near the Pentagon, for example, has the highest gross asking rent for the region, $47.28 per square foot, according to the CBRE report. The region average is about $37.59 per square foot.
That report also notes that much of the leasing activity in the area during the spring came from government agencies, federal contractors and major companies in the region. For example, defense contractor Northrop Grumman Mission Systems renewed its lease for a 300,000-square-foot office near Fairfax Center. Meanwhile, global construction and engineering firm Bechtel is leasing a nearly 300,000-square-foot office in Reston. Additionally, the federal Cybersecurity and Infrastructure Security Agency extended its lease in an 88,000-square-foot building in Arlington’s Ballston area.
And while new office construction remains at low levels, some businesses are making significant investments in urban areas ranging from Dulles to National Landing.
CoStar Group, the global real estate data company behind Homes.com and Apartments.com, paid $339 million for a new headquarters tower in Arlington earlier this year. And Bethesda, Maryland-based JBG Smith is making massive investments into office towers in the National Landing neighborhood being developed around Amazon.com’s East Coast headquarters, HQ2.
While federal government spending can provide a foundation for the region, Touhill says his county department is also targeting dual-use companies that serve both the public and private section, as well as tech startups and aerospace and cyber companies.
Reflecting the county’s efforts to diversify its economy, he says, his office is planning for “future growth that isn’t so heavily dependent on what is the DOD budget this year.”
Such a shift means a greater focus on international business development, attracting companies from overseas and targeting industries such as defense, aerospace, technology, cyber and fintech, he says.
Relying less on federal spending may also make sense because the government has also not been immune to trends in remote and hybrid work and has been reducing its footprint nationwide. That’s reflected by moves such as the U.S. Patent and Trademark Office shrinking its footprint in Alexandria’s Carlyle area by roughly 800,000 square feet, from 2.4 million square feet to 1.6 million.
The path forward
Marian Marquez, senior vice president for the Alexandria Economic Development Partnership, says the partnership is working to “catalyze” neighborhoods throughout the city, including Potomac Yard and the former Potomac River Generating Site in the Old Town North neighborhood.
The question economic development leaders ask themselves, she says, is, “Who are these other users of space that are going to drop people into the neighborhood and what does that look like?”
The answers could include an entertainment venue that generates tax revenue through admission and events.
As for bankers, Whitehurst says, they need to continue to rely on the myriad data that is now available to ensure a loan is best positioned to perform and be repaid.
And, Greenberg says, city and county leaders should think about what they can do to make for smoother, more streamlined transitions of empty buildings. “I think all of the municipalities could reexamine and say, ‘What can we do to be more flexible?’” he says.
But he also mentions another factor for regional leaders to consider: A longer-than-expected commute will disincentivize workers from coming to the office no matter the amenities. In that regard, perhaps the best improvement for office space, he suggested, would be state and local investment in transportation infrastructure to lessen congestion.
Touhill suggests a state program could be developed to help large cities provide some funding to redevelop and reposition underperforming sites with the goal of creating mixed-use developments and at the same time helping to solve the housing supply issue. But in the near term, he wants to continue to tweak the formula.
“What I would consider success is changing that denominator in the vacancy equation to taking some of those older buildings offline … [and paving] the way for new investment and new development or redevelopment,” he says. “I think that’s really what I would consider successful in the next 12 to 18 months, and I think we’re on the path to do so.”
Northern Virginia at a glance
The commonwealth’s economic engine, the Northern Virginia region — including Arlington, Fairfax, Loudoun, Stafford, Spotsylvania and Prince William counties, as well as the cities of Fairfax, Fredericksburg and Alexandria — is home to many federal contractors and government workers due to the region’s proximity to Washington, D.C. Higher education institutions in NoVa include George Mason University, the University ofMary Washington and Northern Virginia Community College.
Population
2.8 million
Major employers
•Amazon.com•Booz Allen Hamilton
•Capital One Financial•Freddie Mac
•General Dynamics•Inova Health System
•Northrop Grumman•RTX
Fortune 500 companies
AES (Arlington)
Beacon Roofing Supply (Herndon)
Boeing (Arlington)
Booz Allen Hamilton (McLean)
Capital One Financial (McLean)
DXC Technology (Ashburn)
Freddie Mac (McLean)
General Dynamics (Reston)
Hilton (McLean)
Leidos (Reston)
Northrop Grumman (Falls Church)
NVR (Reston)
RTX (Arlington)
Science Applications International Corp. (Reston)
Major attractions
Northern Virginia boasts a series of historical and cultural attractions including Mount Vernon, George Washington’s Potomac River estate, Arlington National Cemetery and the Udvar-Hazy Center, the Smithsonian National Air and Space Museum’s annex, where visitors can see the retired Space Shuttle Discovery. Outdoor lovers will find ample parks and trails, including Great Falls Park and Wolf Trap National Park in Vienna, which includes an outdoor amphitheater that attracts national performers. Shoppers love Tysons Corner Center mall, which got a recent shoutout from Foo Fighters’ Dave Grohl, who grew up in Springfield, and Old Town Alexandria, which has cobblestone streets and boutique shops.
Boutique luxury hotels
The Blackburn Inn and Conference Center (Staunton)
The Mimslyn Inn (Luray)
The Georges (Lexington)
Watermark Hotel (Fairfax County)
Top convention hotels
Westfields Marriott Washington Dulles (Chantilly) 59,538 square feet of event space, 336 rooms
Boeing has won a $2.56 billion U.S. Air Force contract for two rapid prototype E-7A airborne early warning and control (AEW&C) Wedgetail aircraft, the Arlington-based Fortune 500 aerospace and defense company announced Friday.
The contract modification to a previously awarded undefinitized contract action includes life-cycle development, training and support for the Air Force’s E-7A fleet. The E-7A Wedgetail provides targeted tracking and battle management command-and-control capabilities to joint forces for a “first to detect, first to engage” advantage, according to a news release.
“Our customers have an urgent need for integrated battle-space awareness and battle management,” Dan Gillian, vice president and general manager of Boeing Defense, Space & Security’s Mobility, Surveillance & Bombers division, said in a statement. “The E-7A is the airspace linchpin to continuously scan the skies, command and control the battle space and integrate all-domain data, providing a decisive advantage against threats.”
Based on the Boeing 737-700 Next Generation airframe, the E-7 AEW&C aircraft is used by the Royal Australian Air Force, Republic of Korea Air Force (designated the E-737 Peace Eye) and Turkish Air Force (designated the E-7T Peace Eagle).
In addition to building the rapid prototype aircraft for the U.S., Boeing is producing three E-7As for the United Kingdom’s Royal Air Force. The heads of the Royal Air Force, Royal Australian Air Force and the U.S. Air Force signed a joint vision statement in July 2023 outlining their agreement to collaborate on the Wedgetail’s development.
Also, in November 2023, NATO ordered six E-7A Wedgetail aircraft to replace its E-3A Sentry Airborne Warning and Control System aircraft, which it has operated a fleet of since the 1980s, for an undisclosed amount.
“Global operators are proving that the E-7 AEW&C is a critical node for air superiority in the modern battle space,” Stu Voboril, Boeing vice president and E-7 program manager, said in a statement. “In our partnership with the U.S. Air Force, we’re focused on stable, predictable execution to deliver crucial mission-ready capabilities today. This will put us on the path for the long-term growth of the aircraft and mission.”
Work on the U.S. contract will be performed in Tukwila, Washington, and is expected to be completed by Aug. 28, 2029, according to the U.S. Defense Department.
Boeing’s assembly process for its 737 Max 9 aircraft has come under scrutiny since a 4-foot wall panel blew out of a Boeing plane cabin during an Alaska Airlines flight on Jan. 5.
The Federal Aviation Administration conducted a six-week audit of Boeing and supplier Spirit AeroSystems, which Boeing announced plans to acquire for $4.7 billion on July 1. Boeing submitted an action plan to correct issues found in the audit to the FAA, which will have continued oversight of the company.
Last week, the National Transportation Safety Board held two days of hearings investing the door plug blowout. Testimony from Boeing workers and federal inspectors revealed systemic manufacturing problems.
Boeing’s new president and CEO, Robert “Kelly” Ortberg, started his tenure Thursday.
Boeing’s board of directors announced Wednesday that Robert K. “Kelly” Ortberg will be its next president and CEO effective Aug. 8, succeeding Dave Calhoun, who previously announced his intention to step down after a turbulent, nearly four-year tenure as the Arlington County Fortune 500 aerospace and defense giant’s chief executive.
According to Boeing’s announcement, Ortberg started as an engineer at Texas Instruments in 1983, and then joined Rockwell Collins in 1987 as a program manager, becoming its president and CEO in 2013. In 2018, Rockwell Collins integrated with United Technologies and RTX — formerly Raytheon Technologies. Ortberg retired in 2021 but still sat on RTX’s board of directors before resigning on Tuesday, according to a document RTX filed Wednesday with the U.S. Securities and Exchange Commission.
According to a Seattle Times story, Ortberg will be based in Seattle, Boeing’s original headquarters and near its large Puget Sound workforce, a person with knowledge of the situation said. Boeing’s headquarters moved in 2001 to Chicago and then to Arlington County in 2022. Although Boeing has not announced any plans to move its headquarters to Seattle, Commercial Airplanes CEO Stephanie Pope, head engineer and Chief Technical Officer Todd Citron and Ortberg will all be in Seattle, the article notes.
“The board conducted a thorough and extensive search process over the last several months to select the next CEO of Boeing, and Kelly has the right skills and experience to lead Boeing in its next chapter,” Boeing’s board chair, Steven Mollenkopf, said in a statement Wednesday. “Kelly is an experienced leader who is deeply respected in the aerospace industry, with a well-earned reputation for building strong teams and running complex engineering and manufacturing companies. We look forward to working with him as he leads Boeing through this consequential period in its long history.”
In late March, Boeing President and CEO Calhoun said he would step down by the end of the year. The announcement came amid ongoing bad press over production problems and fallout from a high-profile January incident in which a 4-foot wall panel blew out of a Boeing 737 Max 9 jet cabin in mid-air. The board also elected a new independent board chair, Mollenkopf, to succeed its previous chair, Larry Kellner, and lead the search for Calhoun’s replacement.
In addition to National Transportation Safety Board and the Federal Aviation Administration investigations, the incident also was investigated as a criminal matter by the U.S. Department of Justice.
In July, Boeing finalized a guilty plea to a federal criminal fraud conspiracy charge under which it will pay at least $243.6 million in fines related to Boeing’s violation of a 2021 deferred prosecution agreement with the U.S. Justice Department that stemmed from Boeing’s role in two fatal 737 Max crashes in 2018 and 2019.
Boeing, which employs 170,000 workers worldwide, posted 2023 revenue of $77.79 billion, up nearly 17% from its 2022 revenue of $66.6 billion. For the first half of 2024, Boeing has posted $33.43 billion in revenue, down 11% from the first half of 2023, when it reported $37.67 billion.
In April and May, Boeing received no orders for its 737 Max planes, and only four new orders for any planes in the month of May, the company reported in June. In June, Boeing sold 14 new jets and three 737 Max jets, including one to Alaska Airlines to replace the one that experienced the blowout.
In July, the company announced it was going to purchase Spirit Aerosystems in a $4.7 billion, all stock transaction; the fuselage maker, responsible for manufacturing the part that blew out in the Alaska Airlines flight, was spun off from Boeing in 2005. In addition to the $4.7 billion payment, Boeing agreed to take on Spirit’s net debt, making the deal’s total value $8.3 billion. The acquisition is set to be finalized in mid-2025.
VHC Health Chief Financial Officer John Zabrowski zeroed in on accounting and finance early in life, double majoring in the subjects at Indiana University’s Kelley School of Business and then doing two internships in public accounting after graduation.
“I love economics, I love statistics,” he says. “I found that I was really attracted to the types of jobs where the assignment was to learn about the client and build great relationships with the management team and help deliver an audit.”
Zabrowski worked at a couple banks, became a certified public accountant and earned his MBA from DePaul University’s Kellstadt Graduate School of Business in Chicago. But he soon found that “something was missing” for him in the corporate finance career he was building. “After a couple years, [orchestrating transactions] wasn’t really enjoyable,” he remembers. “I didn’t get fulfillment out of it.”
In 2005, he applied for a job at Deaconess Health System in Evansville, Indiana, and was hired as a finance manager. At the CFO’s suggestion, he started his tenure there by witnessing an open-heart surgery, standing in the room right next to the patient on the table and observing the institution’s health care in action. And that was it — Zabrowski was hooked.
“What I thought was so cool about it was that everybody in that room did something to make that patient’s life better,” he says. “That’s my passion. That’s what drives me.”
He stayed at Deaconess for eight years, rising to system controller and director of finance. From there, he became a regional CFO for St. Vincent Health, working at a 508-bed, dual-campus, integrated health care and trauma care institution in Evansville, Indiana. He was instrumental in the establishment of significant ambulatory assets and helped build a specialty orthopedic hospital in collaboration with an orthopedic group.
Soon, his effectiveness as a finance leader and genuine enthusiasm for health care leadership drew the interest of Arlington County-based VHC Health (formerly Virginia Hospital Center), which he joined in 2018. He now serves as VHC’s system senior vice president, CFO and chief strategy officer.
During his tenure, Zabrowski has been a key player in acquisitions, growth plans and joint venture development. He also led the issuance of $274 million in municipal bonds, successfully obtaining for VHC Health an AA- stable outlook rating from Fitch Ratings and an A+ stable outlook rating from S&P Global.
“John is intelligent, thoughtful, and strategic — the best CFO I’ve had the pleasure of knowing and working with,” says VHC Health President and CEO Christopher T. Lane. “His balanced approach to strategic and financial growth combines a supportive, enthusiastic attitude with high expectations to achieve the team’s goals.”
Zabrowski, for his part, shares that enthusiasm for his co-workers at VHC.
“The people I’ve worked with, I couldn’t begin to be more blessed that they’re happy to work with me, happy to teach me, happy to give me an opportunity to learn,” he says. “Everyone here is phenomenal and really helpful and really supportive.”
That attitude of teamwork is part of what enables his institution to be taking on what he describes as an “aggressive” capital project to open up 25 new physician offices over the next five years. The goal is to modernize the system’s facilities and adjust the way it delivers care.
“It’s a really massive investment,” he notes. “To be able to count on spending half-a-billion dollars and having a capital plan to run it, that’s really good.”
Along with the ability to help improve patients’ lives, the work of building something new inspires him. He’s focused on facilitating access and bringing a “people-first lens” to the work of innovating better ways of delivering care.
“I like the opportunity to innovate and build with this team,” he says. “We have done so many amazing things in such a short period of time. I find that really rewarding and invigorating.”
Sean Daily, chief financial officer of Arlington County defense technology contractor CAES, didn’t set out to forge a career in defense. But an interest in corporate finance, sparked by an internship at Marriott International, combined with an opportunity to join Lockheed Martin after his graduation from Virginia Tech.
Soon enough, “I developed an interest in the industry,” he says. “And as you spend years within aerospace defense, you really begin to connect to the mission.”
He spent almost 19 years at Lockheed Martin, earning his MBA at George Washington University through the company’s finance leadership development program and working his way up to vice president of finance and business operations. He led a team of 730 finance professionals and was responsible for financial management, pricing, program finance and control, contract negotiation, and financial administration for government and commercial programs.
His experience showed him that much of the industry’s energy is directed toward innovation and creative problem-solving.
“A lot of times, I think the industry is misrepresented as a warmonger, but it’s really not,” he reflects. “It’s really about protecting and serving, and also exploring. We do a lot of scientific missions and space-based missions, which are really helping society at large.”
After leaving Lockheed in early 2020, Daily pursued some entrepreneurial ventures, including as a franchise owner of fitness studios. But he was ultimately drawn back into corporate financial leadership in the field he had come to feel so passionate about, joining CAES as a senior vice president and CFO in January 2021.
There were challenges for him to manage from the start of his tenure, considering that CAES (Cobham Advanced Electronic Solutions) was created in 2021 as a standalone entity within its parent company, Cobham, which was itself purchased by private equity firm Advent International in 2020. In 2023, Daily oversaw the divestment of CAES’ Space Systems division to private equity firm Veritas, a transaction reportedly totaling nearly $2 billion. And then, in June, he saw the culmination of another mega-deal he’d worked on, the announcement that Honeywell plans to acquire CAES this year for $1.9 billion in an all-cash transaction.
That’s a lot of change to manage in a relatively short period of time, and Daily has led his team through it all with a focus on ensuring that everyone feels confident and can act with clarity.
“It’s really for me about trust, transparency, collaboration and teamwork,” he says. “In order to get that trust, people have to feel you’re looking out for them and you’re connecting with them on an individual level.”
Ensuring workers feel that high level of connection centers on cultivating honesty and transparency, he says: “I tell people, ‘You may not like the decisions that I reach, but you’ll never be confused by how I reach them.’ I think people appreciate that.”
Dave Fink, senior vice president and chief human resources officer at CAES, says it has been vital to have a finance leader with a future-oriented, strategic view of directing institutional change.
“Having personally witnessed Sean’s incredible business savvy and work ethic, I’m very happy to see this recognition, as he would never be the one to blow his own horn,” Fink says. “I’ve worked with a lot of CFOs, and Sean stands out as the best and brightest by the way he looks far into the future and then builds the road to help the team get there.”
Daily relishes the hard work of leading his team in a fast-changing corporate environment.
“What I really love about my job is the holistic view that you get in finance,” he says. “You get to see the entire enterprise and understand the breadth of the organization. You also get to help navigate through challenges. If you’re doing your job really well, you see the challenges before they even materialize and help make sure that they never impact the business in a negative or harmful way.”
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