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Innovation center taking shape in downtown Staunton

The entrepreneurial atmosphere at Staunton Innovation Hub is intended to help fledgling companies and nonprofits take shape and grow.

“That’s an important aspect of this project,” says Hub director Christina Cain. “We want people to come together and have all the resources readily available to help start their business and grow it. It’s about getting the right people, the right culture and the right space under one roof.”

Entrepreneurs Peter and Alison Denbigh created Staunton Innovation Hub LLC, which last year purchased the 25,000-square-foot News Leader building and an adjacent 4,300-square-foot structure. The two buildings will create a downtown campus that is being developed in two phases.

The first phase of the project, involving the smaller building, opened April 25. “We are a startup so we wanted to start a small version to work any kinks out before we opened the big building,” Cain says.

The two buildings eventually will be used as one facility. “We wanted a campus that is inviting for people to visit and useful for people who are living and working downtown,” Cain says.

Both buildings will offer co-working spaces as well as offices, conference rooms, event facilities and “gig-speed” internet (download speeds of up to a gigabit-per-second). “All of our co-working and private offices have a month-to-month lease because we want to reduce the barriers to innovation,” Cain says.

Construction on phase two will start in late summer. “We have to be finished and be able to move in by June 1, 2019, so Mary Baldwin [University’s MBA program] can move in and start teaching classes in late August,” Cain says.

To create an entrepreneurial ecosystem, “we needed to have long-term clients that offer resources to tenants in the hub,” Cain says. “We will have the Staunton Creative Community Fund, which does small business development, move into the larger building as well as Mary Baldwin, Skyler Innovations and The News Leader.”

The first tenant in the smaller building, LGBT Tech, is a nonprofit that refurbishes technology for at-risk LGBT teens around the country. “Its founding executive director, Chris Wood, decided the worldwide headquarters needed to be where he and his family live.

They could have been anywhere in the country, but they chose to be here,” Cain says.

Farmville’s Hotel Weyanoke reopens with 70 guest rooms

The reopening of the historic Hotel Weyanoke in Farmville marks a first for Richmond-based developers Ross Fickenscher and Garrett Shifflett. While they are specialists in historic renovation, they had never before bought and restored a hotel.

“It seemed like a good idea, and we ran with it,” Fickenscher says about the building, which they bought in 2013.

Originally opened in 1925, the hotel served a variety of guests over the years, including the author and lecturer Helen Keller. The building was converted into a home for the elderly in the late 1980s and later became a residence hall for Longwood University sororities.

The original building now includes 27 hotel rooms and four food and beverage venues. “We added a wing to the back of the building with an additional 43 rooms for a total 70 rooms,” Fickenscher says.

The food and beverage operations will include the Sassafras Coffee Bar, Catbird Rooftop Terrace, Effingham’s and Campagna Italian Kitchen and Wine Bar. All of these venues and the hotel will be operated by Williamsburg-based Cornerstone Hospitality.

Fickenscher and Shifflett worked with Hunter Mabry Design and Hightower Collaborative Design to balance the hotel’s historic exterior features with a contemporary interior. “This is a boutique hotel, a destination,” Fickenscher says. “We want you to walk away with the feeling you have really experienced something.”

Construction on the $12 million project began in December 2016. The hotel opened May 7, just in time for graduation weekend for Longwood and nearby Hampden-Sydney College. “Graduation weekend was an important weekend. We wanted to hit those dates,” Shifflett says. “We tried to open sooner, but construction set us back a month.”

The Longwood University Real Estate Foundation supported the project, and the Farmville community has embraced it. “This project was overwhelming in the amount of positive energy we felt from everybody,” says Fickenscher. “It’s something special about this property.”

When the hotel opened in 1925, Farmville held a parade that drew 2,500 people. “It was a big to-do for Farmville,” Shifflett says. “It was touted as the nicest hotel in 50 miles. That’s the way we felt, and that’s why we wanted to bring it back. This isn’t just a building. It’s a strong tie to the community. People seemed to be as excited and enthusiastic about the reopening as they were in 1925.”

CapTech sustains growth by keeping clients competitive

Richmond-based CapTech, an IT management consulting firm, strives to provide clients with new technological tools that help them stay competitive.

“All of our services revolve around our clients competing for customers,” says company CEO Kevin McQueen. “It’s now all about the customer experience in the digital space.”

Using new technologies, he says, clients can build brand affinity and customer engagement. These digital tools involve concepts such as blockchain, machine learning, artificial intelligence, augmented reality and natural language processing (NLP), the technology used in virtual assistants such as Amazon’s Alexa.

Companies come to CapTech for help in providing “a frictionless customer experience,” McQueen says.

Those clients include some of America’s largest companies and government agencies. On the list are 12 Fortune 50 corporations, three of the world’s top five hotel chains, three of the five biggest U.S. banks and 12 state governments. “We predominately work with Fortune 500 and Fortune 1000 companies,” McQueen says.

Founded in 1997 by Sandy Williamson and Slaughter Fitz-Hugh, CapTech has more than 900 employees working in 10 offices throughout the U.S.

The company has been ranked on the Inc. 5000 list of the nation’s fastest-growing companies 11 times. Fewer than one half of 1 percent of Inc. honorees make the list more than 10 times.

CapTech was ranked No. 4,328 on the 2017 list released last August with a three-year growth rate (2014-16) of 59.9 percent. Last year, the company had revenue of $158 million.

CapTech helps clients plot their digital future. “We talk to them about things we are best at and things we believe in investing in,” says Vinnie Schoenfelder, CapTech’s chief technology officer.

One of those emerging digital fields is augmented reality, in which digital objects are imposed on real space. One widely known example of the concept is the yellow-stripe first-down marker seen in televised football games.

CapTech officials say augmented reality can give clients the opportunity to test possible scenarios before projects begin. For instance, in looking at vacant lots in a neighborhood, clients could use an iPad to put a digital house on a plot of land. With augmented reality, the client then can walk inside the house and look around.

In addition to business applications, CapTech also has employed augmented reality to ease the fears of children being treated at hospitals. “That’s scary for them,” Schoenfelder says. “Using augmented reality, we made a game out of finding your way around the hospital that provides entertainment for the child.”

The company also is coming up with solutions that connect natural language processing with data science. For example, users could ask a virtual assistant such as Alexa to make recommendations for dinner reservations based on their tastes.

“Integrating data and data science enables convenience and insight interactions,” says Schoenfelder.

The company currently has 80 people on 10 teams working on augmented reality programs. New technologies are “motivating and developing our employees,” says Schoenfelder. “It’s great for employee morale and perspective.”

CapTech wants to provide customers with tools that “win their imagination,” he says. “You have to put the technology in their hands. Let them play with it and feel it.”

Friend or foe?

Years ago, artificial intelligence was a figment of the imaginations of Hollywood filmmakers. Remember the malevolent computer in “2001: A Space Odyssey”?

Now the increasing use of artificial intelligence and other data-driven technologies represent potential risks for businesses.

The impact “of AI (where a computer program can think and learn like a human) and other forms of new technology already rank as the seventh-top business risk, ahead of political risk and climate change,” according to the Allianz Risk Barometer 2018, which is based on the insights of nearly 2,000 risk experts in 80 countries.

A common challenge for AI users is the proper handling of data. “AI runs on data — and a lot of it,” says S. Eric Boyum, national practice leader for Aon Risk Solutions Technology and Communications Industry Practice.

Managers have to consider a variety of the risk factors in dealing with data. “When collaborating with outside organizations to develop AI-related applications, it’s critical to understand who owns that data and who is responsible for ensuring its safekeeping,” Boyum says. “Does the manner in which the company uses the data comply with regulations? And, for data that is procured from other sources, does the usage comply with current and future use cases?”

New AI technologies are making their way into the American economy. They can be friends or foes to businesses, depending on who controls the technology.

“There are emerging risks of all kinds,” says Tim Cook, director for the Risk and Insurance Studies Center at Virginia Commonwealth University.

Most of these risks concern “how to handle the damage that is going on because of new technologies not in use before,” says Walter Smith, state insurance president of BB&T Insurance Services Inc. “How are you using new technologies? What are you doing to make sure there are no damages? These are just changing times.”

Technology and cyber-risks go hand-in-hand, and problems can pop up in untraditional places. Personal smartphones, for example, often are used for business purposes. Employees also use laptops at offsite locations, such as coffee shops, using public WiFi systems that can expose important information. “Technology can cause real challenges for risk managers,” Cook says.

Data from wearables
The basic principles of risk management include “avoid the risk, mitigate the risk, transfer the risk and accept the risk is what it is and budget for it,” says Roy Bucher Jr., chairman of Lunsford Insurance in Roanoke. “Risk management is the best way to control insurance cost, and the best risk management is to be aware of things that come across your computer that don’t look right.”

Some new technologies can help management reduce risks. For example, wearable technology, ranging from watches to belts, can monitor activities and motion. “If you can imagine it, there is a wearable for it,” says Lars Skari, managing partner at California-based Altumai Group, which helps companies take advantage of developments in data and technology to reduce risks.

Wearables can determine how someone is sitting, bending, walking, reaching or twisting on the job. “It can understand body movement, heart rate, surrounding environment or your geographic location through GPS,” Skari says. “These are the types of capabilities different wearables can provide. They can help you guard against back injuries, slips and falls. They can also monitor exertion and fatigue.”

By capturing data, companies can take measures to improve safety and prevent injuries. “It’s actionable information available to the worker and the employer so they can be aware of activities that may be unhealthy or risky and do something about it,” Skari says.

Drones and self-driving cars
Managers also are beginning to evaluate the potential risks posed by the movement of two new types of inanimate objects, drones and self-driving cars. Commercial use of drones is increasing. A variety of U.S. industries — including construction, agriculture, insurance and real estate — employ drones to make inspections. In China and Dubai, drone taxis transport passengers from one place to another. “It is a drone, and it flies you,” Cook says. As use of drones continues to rise, accidents and injuries — and potential lawsuits — are expected to follow.

Meanwhile, self-driving car technology, which still is being tested, has come under increased scrutiny since a couple of recent fatal accidents. Self-driving cars pose “an exposure that is a concern,” says Smith.

Insurers also are concerned about the behavior of some drivers. “Distracted driving is a big deal for carriers,” Smith says. “Rates are going up across the board whether you have had an issue or not. Cars have gotten safer and smarter, but drivers have gotten dumber while using smartphones and technology. It’s all about human behavior.”

Risk management today also involves the potential effects of mergers and acquisitions. In M&A transactions, risk managers have to be proactive, experts say.

“I tell folks to ask a lot of questions and understand what the goal is. Sometimes the goal is to take property, sometimes it’s to utilize a name or eliminate competition,” says Lindsey Harris, risk manager for Chesapeake-based discount retail giant Dollar Tree Inc. “Are you minimizing or expanding your risk profile?”

In 2015, Dollar Tree bought the Family Dollar chain for $9.1 billion. “We more than doubled by acquiring Family Dollar,” she says. The company’s goal in the acquisition was to extend its reach to more customers and diversify its footprint.

Combining the two companies meant taking stock of their existing resources, practices and business relationships. “Those two companies had long histories and cultures,” Harris says. “You need to ask, ‘Why were decisions made to mitigate, avoid or insure’ to help you figure out what’s missing.”

Her best asset as a risk manager is her curiosity, she adds. “I ask a lot of questions and get to know a lot of people in the business. It’s what you haven’t asked and who you haven’t talked to that … keeps me up at night.”

Ferris wheel adds new dimension to Waterside District

The skyline along the Norfolk waterfront took on a different look in May when the Waterside District installed SkyStar, a 137-foot-high Ferris wheel. “This is a great way for guests to have a new experience and to enhance the waterfront,” says Mike Ferger, Waterside’s district operator.

Similar to the Capital Wheel at Maryland’s National Harbor, SkyStar has 36 enclosed, climate-controlled gondolas. As the wheel turns, the gondolas rise to a height equivalent to 15 stories above the ground. “It does four rotations in a 12- to 15-minute rate,” Ferger says, noting the wheel is temporary and will be removed in September.

SkyStar, which has more than 1 million LED lights, offers impressive views of the Elizabeth River. “It’s a great place to see the tall ships at Harborfest or the Fourth of July fireworks,” Ferger says.

A ride costs $15 each for adults and $12 for children. There are discounts for the military and seniors.

Each gondola holds six passengers, but groups can be assured they “won’t be paired with other groups,” Ferger says. “You only sit with the people in your group. If it’s just two of you, it will only be the two of you in the gondola.”

Safety is top of mind, he adds. “SkyStar is inspected every day, and we have five to six managers on site. Someone is monitoring crowd control 24 hours a day.”

Each gondola is equipped with an emergency button so passengers can get in touch with the wheel operator. “We can communicate with each gondola if there is an emergency,” Ferger says.

The ride will be shut down if lightning is detected within three miles of the site or if there are wind gusts of 20 mph or more. 

Ferger believes the ride will bring more people to Waterside. The entertainment area includes a variety of food and drink options such as Blue Moon Taphouse, Guy Fieri’s Smokehouse, Rappahannock Oyster Co. and Carolina Cupcakery. During the summer, Waterside will offer performances on two stages along the Elizabeth River on Friday nights.

“The District is booming. It’s exciting to see,” Ferger says. “It’s been a success for us and we want to improve on that.”

Merger creates fiber network from Pittsburgh to Atlanta

Lumos Networks, a Waynesboro-based fiber network company, expects to increase its reach after combining with South Carolina-based Spirit Communications.

The combined company’s network will stretch from Pittsburgh to Atlanta. “We will be, by far, the most fiber-rich competitive provider with rapid growth in that footprint,” says Timothy G. Biltz, president and CEO of Lumos, who will serve as CEO of the combined company.

(The name of the combined firm and the location of its headquarters had not been announced when this issue went to press.)

The companies merged after EQT Infrastructure III fund acquired both of them in five months’ time. Lumos was acquired in November while Spirit, which was based in Columbia, S.C., was bought in April.

“These were adjacent markets and, when brought together, they fit extremely well,” says Jan Vesely, a partner at EQT Partners who is an investment adviser to EQT Infrastructure. “I think this combination is unique in the way it has created an independent fiber business in the region that is expected to grow significantly over the next few years.”

Lumos, which has 6,200 miles of fiber in Virginia, has invested more than $200 million in the commonwealth in the past five years. The new company will operate approximately 21,000 fiber route miles with more than 1 million total miles of fiber.

The combined network will allow it to reach more customer locations,  the company says. The merger will also increase Lumos’ lineup of products and services.

“The combination builds a super-regional fiber company that will accelerate the deployment of fiber in all of our markets, particularly in Virginia,” says Biltz.
New services to be offered in Virginia include SD-WAN (a cost-effective way to add remote locations onto a network), managed and hosted voice services, LTD backup (a wireless alternative for connectivity), a hosted firewall and co-location for disaster recovery.

“We have scheduled product rollouts in early June, another set in the third quarter and another in the fourth quarter,” Biltz says.

During the next five years, “we would expect to invest between $700 million and $800 million on new capital into our business,” he adds. “That’s almost two times the capital intensity we have been running.”

Lumos already connects to many data centers in Ashburn and is in the process of being connected to a landing site in Virginia Beach for undersea cables from Spain and Brazil.

With Lumos’ century-old ties to the Waynesboro area as a local telephone company, Biltz sees the company’s investment in Virginia accelerating. “We are a 100-year-old startup with a legacy of service and the energy of a startup,” he says.

Inspiration for a new generation

The living room in the Suffolk home of Richard “Dick” and Carolyn Barry resembles a staging area.

Stacks of tightly taped packing boxes take up space where furniture once stood. It was removed a few months ago, along with the rugs, to make room for the boxes and their fragile contents.

The Barrys are donating an expansive art collection, including paintings and glass artworks, to a museum bearing their name now under construction at Old Dominion University.

“It’s a big project, and they are packing piece by piece,” says Dick, 75, who retired in 2010 as vice chairman of Landmark Media Enterprises (formerly Landmark Communications). “We’re not racing to get the packing done. We’d rather get it done carefully. We are living with the process.”

The couple offered in 2016 to donate their collection to the university “as a foundation stone to start a new museum at ODU and to fund construction and operations,” he says.

The Barry Art Museum is being built with art and financial donations from the couple that are valued over time at more than $35 million. The Barrys’ gift is the largest in ODU’s history.

Many of the donated works focus on the Studio Glass movement, begun in 1962 when ceramist Harvey K. Littleton partnered with the Toledo Museum of Art to hold glassblowing workshops.

The Barrys’ collection includes 123 glass art objects by internationally renowned artists such as Littleton, Dale Chihuly, Lino Tagliapietra, Howard Ben Tré, Ginny Ruffner and Bertil Vallien.

The Barry collection also includes 70 paintings, prints and drawings and 90 antique dolls. The paintings include works by well-known American modernists, including Jules Olitski, Charles Sibley, Milton Avery, Marsden Hartley and Rockwell Kent, as well as marine art — sea-inspired 19th-century works by artists such as James Buttersworth, Montague Dawson and Robert Salmon.Carolyn’s collection of rare and antique dolls date from the 19th century. A gallery at the museum will be devoted to the dolls.

Glass-art mecca
The new museum will be more than “a phenomenal glass-art collection. It will chronicle the rise of American glass artists at the forefront of the international scene,” ODU President John Broderick says. “The Barrys’ gift will elevate our efforts in the arts and inspire a new generation of artists and creative minds in our community.”

The new museum also is expected to add to Norfolk’s prominence as a mecca for glass art collections.  Last year The Glass Art Society selected the Chrysler Museum of Art and its Perry Glass Studio as the host for its 46th annual conference, a coup for the city.

Married for 53 years, the Barrys met on a blind date when they were in college. Carolyn graduated from Mary Washington College (now University of Mary Washington), and Dick is a graduate of La Salle University in Philadelphia and University of Virginia School of Law.

They became interested in collecting art when Carolyn, now 74, joined the docent program at Norfolk’s Chrysler Museum of Art in the early 1980s. “The more I learned about the history of art, and especially glass art, the more passionate we both became about collecting,” she says. “Our knowledge of art keeps growing as we collect.”

The Barrys began visiting the Pilchuck Glass School in Washington state and the studios of many of the movement’s pioneers.

“These works for many years were the strength of our glass collection,” she says. “Now we are collecting pieces by the younger artists working today as well. We are happy that we have a good representation of the early artists of the 1962 movement.”

The couple considered donating their art collection to the Chrysler, but the museum already had large holdings of glass art and American paintings, Dick says. “Building a new museum at ODU was a more attractive prospect for us. We remain very close to the Chrysler and continue to support the glass program there.”

The art they buy must “speak to us and relate to the collection,” says Carolyn. “We have relationships with galleries around the country. A crucial aspect is our friendship with artists we have met over the years.  We enjoy knowing prominent artists in this field and learning from them.”

Museum to be a gateway
Much of that collection is now headed for a new home. Soon  the boxes in their house will be transported to the museum, which is scheduled to open in November. The 24,000-square-foot, two-story museum was designed by Burrell Saunders of Saunders + Crouse Architects in Virginia Beach.

Positioned as a gateway to ODU’s main campus, the museum is adjacent to the Ted Constant Convocation Center and near the new Darden College of Education building. The museum will include galleries for the permanent collection as well as a space for faculty artworks and traveling exhibitions.

The Barrys have participated in the design process every step of the way. “Burrell’s design employs a solid glass façade, lit from within,” Dick says. “The interior is very contemporary. It should be a stunning building.”

The Barrys created the Old Dominion University Museum Foundation, which will operate the museum in partnership with ODU. “The university has been a superb partner and has provided excellent support to the project,” Dick says. “We have a seven-member independent board that governs the institution.”

The Barrys' collection “is what we refer to as the founder’s collection. It sets the tone for future collecting,” says Jutta-Annette Page, the museum’s executive director. who was senior curator of glass and decorative arts at Toledo Museum of Art and previously the curator of European glass at Corning Museum of Glass.

Page consults the Barrys as she considers art purchases for the museum. “Unlike buying art for our personal collection, we are establishing a more formal process for the museum, with the director taking the lead role,” Carolyn says. “We have recently acquired more than a dozen glass sculptures and paintings for the museum that are new to the collection. They are waiting in storage now for the opening in the fall.”

Long relationship with ODU
The Barrys have a long relationship with ODU. Dick’s father, Richard Barry Jr., was a math professor at the university for 25 years after a 25-year career as a naval officer.

Dick was a member of the board of visitors for eight years, with two years as rector. He now co-chairs a capital initiative for the university and co-chaired a capital campaign 20 years ago. Carolyn taught math as an adjunct faculty member at ODU in the 1960s.

In addition to their involvement with ODU, the Barrys have served on the boards and fundraising committees of many nonprofit organizations in Hampton Roads. “We both believe it is essential to be a part of the community and make contributions to community welfare,” Dick says.

The Barry’s have a long history of “promoting philanthropy and civic engagement,” says ODU’s Broderick. “They have made many artistic and cultural contributions to Old Dominion University and other Hampton Roads institutions over the years, and they have provided scholarships that helped hundreds of students complete their education.”

In 2015, the couple committed $2 million to help create the Barry Arts Building. “This building includes two of the finest art history libraries in the country — the Elise N. Hofheimer Art Library and the Jean Outland Chrysler Library of the Chrysler Museum of Art,” Broderick says.

The Barrys say they are grateful for Broderick’s support through the museum project. “President Broderick was the driving force at the university and made this project possible,” Dick says.

A key objective for the museum is for it to be relevant to the ODU community, including its students, faculty and staff, says Page. “We recognize that many of these constituents have never or rarely set foot into an art museum. Having an art museum on campus creates opportunities for exposure to original art, its creative processes and diverse cultural contexts that can instill in our students an appreciation for art that will resonate throughout their lives.”

Art definitely has changed the Barrys’ lives. During his 40-year career at Landmark, Dick served in various positions, but the idea of being the benefactor of an art museum was  “unimaginable,” he says. “I started out as a lawyer at the bottom of the totem pole and ended up here.”

Military reunions sustain Norfolk meeting planning firm

Husband and wife Ted and Molly Dey have built their Norfolk-based company, Armed Forces Reunions Inc., into the largest military reunion company in the U.S.

This April they hosted two prestigious military reunions — the A-6 Intruder Association in Norfolk and the Early & Pioneer Naval Aviators Association in Leesburg.

“The Early & Pioneer Naval Aviators Association is made up of the top 200 of our nation’s greatest naval and Marine Corps aviators,” says Molly Dey. “They are the crème de la crème.”

Ted Dey founded the business in 1988 after working at the Norfolk Convention & Visitors Bureau with its first national marketing campaign aimed at military reunions. He realized all of the groups had two things in common. “They weren’t professional meeting planners or contract negotiators,” he says, explaining why they needed professional planning services.

Since 1988 the company has handled more than 3,000 reunions in over 150 cities nationwide. Groups include the Stalag Luft III Former POW Association (of “The Great Escape” movie fame), USS Wisconsin Association and the Marine Corps Aviation Association.

“We work with small and large groups,” Ted says. “We can have a group as small as 50 or as large as 1,500. The average range is 200 to 300.”

The company has never planned a convention that didn’t contain some type of military component. “We average 50 to 60 reunions a year plus 10 to 12 U.S. Department of Defense conferences,” Molly says.

Washington, D.C., is the most popular reunion destination, but the company plans reunions from coast to coast. “Certain cities are popular with different military branches,” Ted says. “We like to have groups come to this area in Norfolk. We have some top-notch groups that wouldn’t consider Norfolk if we didn’t suggest they meet here.”

The company has six full-time employees, three of whom are full-time meeting planners. “That includes me,” Molly says. “We travel when the reunion or conference reaches 180 to 200 people. We also have four contract people that can do oversight.”

In 2014 AFR launched its BookMyReunion.com division, a web-based national network connecting reunion-friendly hotels with small-group military reunions.

“We have a unique understanding of military protocol and have built a large network of military-friendly hotels and hospitality partners,” Molly says. 

Labor shortage spurs training for truck drivers

Twenty-year-old Samuel Bettendorf was working in a dead-end job before he began attending commercial driver’s license (CDL) classes at Lord Fairfax Community College. “I saw there was a great need for tractor-trailer drivers,” says the Warren County native.

Nationally, there is a shortage of more than 50,000 truck drivers for local, regional and over-the-road positions. “Over 800 jobs were posted in the last 90 days regionally for CDL truck drivers,” says Chris Pender, vice president of Woodford-based CDS Tractor Trailer Training.

In part, the shortage has been caused by a wave of retirements by baby boomer truckers. “It’s also due to the way commerce is spread out,” Pender says. With the demise of many brick-and-mortar retailers, demand for truck drivers is rising. With online shopping, “everything is being delivered to your door,” he notes.

First-year drivers can make $45,000 to $60,000 a year. “We have had a number of folks that came through eight years ago, and now they employ five to six people,” Pender says.

“There’s a big push for women in trucking now,” he adds. “Women make up 15 or more percent of the industry.”
Lord Fairfax is one of 10 community colleges throughout Virginia that partners with CDS on CDL classes. “We are expanding our program at Lord Fairfax.

We are doing a travel program for Warrenton and Fauquier County where we will go there and train students onsite,” says Pender.
Lord Fairfax and CDS began offering the CDL class 2½ years ago. Since then more than 550 students have taken the class, and 494 have earned their CDLs.

Students receive 160 hours of instruction — either in a full-time, 20-day program or a part-time program that runs for 10 weekends. “Once they complete the course, they have a Class A CDL that allows them to drive Class A or Class B vehicles, everything from dump trucks to tractor-trailers,” Pender says. “It makes them more employable.”

CDS helps students with job placement. “The majority of students are prehired before they complete the program,” Pender says.

In January, Lord Fairfax received a new three-screen, tractor-trailer simulator that can imitate driving conditions ranging from inclement weather to road hazards. “It has everything a real truck has,” Pender says. “A lot of people see the truck, and they are overwhelmed. This puts them in a comfortable position where they are able to simulate the driving experience without the pressure of being on the road.”

Third-generation leader

Wendy Drucker credits professional relationships, hard work and being in the right place in helping to change the face of Drucker + Falk. Once considered property management experts for older multifamily properties in need of renovation, the Newport News-based company is now the go-to firm for developers with new apartment communities, not only in Hampton Roads but through its entire footprint.

Named one of the Top 50 property-management firms in the country by the National Multifamily Housing Council for many years, the company also was recognized in 2016 as one of the Top 10 Places to Work in the Multifamily Industry by the Best Companies Group.

The firm, which has nearly 1,000 employees, manages all types of multifamily and commercial properties, from workforce to high-end housing. “We have done more than $30 million of renovation in our footprint in the last two years,” says Drucker, who is the firm’s managing director.  “We want to make sure we keep our properties current and desirable for rent.”

Today, Drucker + Falk manages more than 30,000 apartments and up to 170 apartment communities in nine states —Virginia, Maryland, North Carolina, South Carolina, Georgia, Florida, Tennessee, Indiana and Missouri. Other core services include commercial management, general brokerage, and commercial sales and leasing.

Growing up, Drucker never planned to work for her family’s company, much less move back to Newport News after graduating from college. But now, as a member of the firm’s third generation, she’s helping to shape the destiny of the company her grandfather, Louis Drucker, started in 1938 with his business partner, Manny Falk. 

She was working in California with an organization that opened group homes for children with autism when she realized the next career step was a move to an administrative position. “I’m a hands-on person and being an administrator didn’t appeal to me,” she says. “I called my father [Erwin Drucker] and asked him how he thought I would be working with Drucker + Falk.”

In 1981, she moved to the company’s regional office in Raleigh, N.C., and began training with David Falk Sr., who owned the company with her father, learning every aspect of the business. “I had to prove myself, prove that I wasn’t just the owner’s daughter, that I had something to give back to the organization,” she says.

She spent 13 years in Raleigh, moving up to director of the multifamily Southeast management department before heading back to Newport News to work at corporate headquarters. “It was important to my father and his partner that I come to the headquarters and get exposed to all the things we do here,” she says.

These days her primary focus is client relations and business development. “I’m lucky to be able to do what I love to do.”

Drucker is bullish about the strength of multifamily housing going forward, thanks to generations of renters, ranging from millennials and Gen Xers to empty nesters and seniors. “Apartments continue to have strong occupancy because of these three pockets of people. They are renters by choice,” she says, adding that developers are tailoring amenities to these groups. “It’s like living in a resort and being on vacation 365 days a year.”

A Type A personality with a good understanding of her strengths and weaknesses, Drucker admittedly shies away from conflict. “I like for everybody to get along,” she says. “If we are having an issue, I want it to be win-win for both of us. I’m a collaborator. I surround myself with great people and seek their counsel and advice.”

Attorney Buddy David, a partner in David, Kamp & Frank in Newport News, who represents Drucker + Falk, describes Drucker as “passionate and compassionate about everything she does. She exudes confidence. You do not get the impression it’s a sales job to her. You get the impression if you engage her firm, you are in good hands.”

Drucker cherishes her family and her community work. She and her husband, Michael Piercy, have twins — Evan and Nicole Piercy, who are juniors in college.

At work, she champions Shelters to Shutters, a national program that helps homeless people. It partners with apartment owners and operators like Drucker + Falk to provide full-time employment and affordable housing options to qualified homeless individuals who are referred by nonprofits. She also helped start HR3 Hampton Roads Refugee Relief, which she now co-chairs. The organization helps refugees in Hampton Roads get acclimated to their new surroundings, assisting with everything from doctors to classes in English as a second language. 

When her father became ill, Drucker says, she resigned from most of the boards she served on to spend more time with him. His death, she adds, changed her focus and now she spends more time on organizations “that are hands-on and changing lives.”

Where do you like to go on vacation?
Everywhere. I love the experience of traveling. I love the culture. My last big trips were to Israel, Italy, Barbados and Costa Rica.

What’s the one thing people don’t know about you?
That I love rockabilly alt-country music, and I dance like a wild woman.

What have you learned about business?
The most important thing is your good name. You have to have honesty and integrity — do what you say you will do.

What’s the last book you read?
“How May I Help You? An Immigrant’s Journey from MBA to Minimum Wage” by Deepak Singh