Hunton & Williams LLP is opening a Boston office with 14 lawyers from national litigation boutique firm Manion Gaynor & Manning LLP.
The expansion comes less than four weeks after the Hunton & Williams, the second-largest law firm in Virginia, announced plans to merge with Texas-based Andrews Kurth Kenyon LLP.
Both deals will take effect April 2.
With the Andrews Kurth Kenyon merger, Hunton & Williams will become Hunton Andrews Kurth, a firm with more than 1,000 lawyers.
In the Boston expansion, Harry L. Manion III will join Hunton & Williams after leaving Manion Gaynor & Manning, which he co-founded in 1984.
Also joining Hunton & Williams is Martin Gaynor, the head of Manion Gaynor & Manning’s commercial litigation practice, who will serve as managing partner of the Boston office, and former Massachusetts Attorney General Tom Reilly. Two other partners, three senior counsel and six associates also will join the firm.
Founded in Richmond in 1901, Hunton & Williams currently has more than 725 lawyers serving clients in the United States, Europe, Latin America, Asia and Africa.
Martinsville-based Carter Bank & Trust has named Tony Kallsen executive vice president and chief credit officer.
Kallsen has 27 years of executive and loan portfolio management experience. He most recently worked in Pennsylvania with First Commonwealth Bank as senior vice president and senior credit officer.
Kallsen earned a bachelor’s degree in corporate financial management from Eastern Michigan University and an MBA from the University of Notre Dame.
Carter Bank & Trust has more than 100 branches and 1,000 employees in Virginia and North Carolina.
Shareholders of Windsor-based Citizens National Bank have approved its merger with Hampton-based Old Point Financial Corp.
The acquisition of Citizens National is a stock and cash deal valued at $7.9 million when it was announced on Oct. 30.
Under the terms of the merger agreement, Citizens shareholders will receive 0.1041 shares of Old Point stock and $2.19 in cash for each share of their shares. When the deal is closed, Citizens National will merge into Old Point.
“We are pleased to have received both regulatory and shareholder approvals needed to proceed with the acquisition and remain on track to close in early second quarter,” Robert F. Shuford Sr., the president and CEO of Old Point, said in a statement. “This transaction strengthens our market position in Isle of Wight County and the greater Southside market of Hampton Roads. We are excited to bring on new teammates, customers and shareholders.”
As of Dec. 31, the combined company would have total assets of about $1.03 billion, deposits of about $828 million and capital of approximately $104 million.
Old Point Financial Corporation is the parent company of The Old Point National Bank of Phoebus, a locally owned community bank, and Old Point Trust & Financial Services, a Hampton Roads wealth management services provider.
Citizens National Bank serves Isle of Wight County, portions of Southampton, Surry and Sussex counties and the cities of Franklin and Suffolk.
Dr. J. Stephen Jones, a high-ranking Cleveland Clinic official, has been named the new CEO of Inova Health System.
Jones will succeed longtime Inova CEO Knox Singleton on April 9. Singleton announced his plans to retire in September.
The new CEO will oversee a health system with 17,500 employees, five hospitals and a network of health-care facilities serving more than 2 million patients annually.
Jones, a urological oncologist, is the president of Cleveland Clinic Regional Hospitals and Health Centers, which include 11 regional hospitals, 23 large ambulatory centers and more than 24,000 caregivers and medical staff.
Tony Nader, chairman of Inova’s board of trustees, said Jones stood out among the candidates for job. “He is a dynamic leader, a practicing physician and a strategist who is deeply committed to patients and the community. He has shown vision that leads to results,” Nader said in a statement.
Jones said he was highly impressed with Inova. “All of the pieces are in place for Inova to be the premier health system on the eastern seaboard. Key to achieving this will be to build upon the strong research and academic programs already in place that help us attract top physicians,” he said in a statement.
Jones became president of Cleveland Clinic’s regional hospitals in late 2014, leading them through a strategic transformation. He expanded the health-care system, increased the use of telemedicine, established 24 Express Care locations for patient-oriented primary care and rebranded all hospitals under the Cleveland Clinic brand.
He previously served as Cleveland Clinic’s vice president for regional operations, chief of surgical operations, chair of the Department of Regional Urology and vice chair of the Glickman Urological and Kidney Institute.
Before joining the Cleveland Clinic, Jones was chair of the Department of Urological Surgery at the St. John’s Springfield Clinic (now Mercy) in Springfield, Mo.
England Furniture, an upholstered furniture manufacturer, plans to establish operations in Lee County, creating 79 jobs.
The company will be located in a 32,000-square-foot building in the county.
England Furniture has been making furniture since 1964. The company was co-founded by Charles England and his sons, Eugene and Dwight.
Based in New Tazewell, Tenn., England has operated as an independent division of La-Z-Boy Inc. since 1995.
The Virginia Economic Development Partnership worked with Lee County, the Lee County Industrial Development Authority (IDA), and the Virginia Coalfield Economic Development Authority (VCEDA) in securing the project.
VCEDA Board of Directors approved a $350,000 loan to the Lee County IDA to assist with the project. The Virginia Tobacco Region Revitalization Commission also approved $135,000 in Tobacco Region Opportunity Funds.
Funding and services to support the company’s employee training activities also will be provided through the Virginia Jobs Investment Program.
Waynesboro-based Lumos Networks Corp. is working on a project that will enable it to route bandwidth traffic from two undersea cables to data centers in Ashburn.
Lumos plans to connect its fiber network to a building at 1632 Corporate Landing Parkway in Virginia Beach, which is being converted into a
co-location facility operated by Globalinx Data Centers.
The Globalinx facility is a short distance from the Cable Landing Station, where undersea cables will connect Virginia Beach with Spain and Brazil later this year.
Once Lumos network is connected to the Globalinx building later this year, it also will be linked to the Cable Landing Station.
With that development, “we will have the ability to route bandwidth traffic from the Cable Landing Station all the way to numerous data centers in Ashburn,” Timothy G. Biltz, Lumos’ CEO, said in statement. “It is estimated that 70 percent of total global Internet traffic passes through the Ashburn area.”
Greg Twitt, the founder and president of Globalinx, said in a statement that “Virginia Beach is becoming the new Continental Edge where the subsea
networks from around the world can handoff the international traffic directly and seamlessly to terrestrial networks at a Globalinx colocation facility.”
The two undersea cables are MAREA, jointly owned by Telefonica (Telxius), Microsoft and Facebook, and BRUSA, which is totally owned by Telefonica.
MAREA, which will connect the Cable Landing Station with Spain, is expected to become operational in the first quarter of this year.
BRUSA, which will connect the station with Brazil, is expected to begin operating during the second half of 2018.
Lumos serves 27 markets in Virginia, West Virginia, North Carolina, Pennsylvania, Maryland, Ohio and Kentucky. It has a fibert network of 11,028 route miles.
Globalinx is developing a colocation campus in Virginia Beach to facilitate direct connectivity between undersea cables and land-based fiber networks. The three-phase project includes 150,000 square feet of data-center space on a 11.5-acre site.
Panaceutics, a manufacturer of personalized medical and nutritional products based in North Carolina's Research Triangle Park, will invest $5.8 million to establish a research and development and high-tech manufacturing facility in Pittsylvania County.
The facility in Pittsylvania’s Ringgold East Industrial Park is expected to create 70 jobs.
Virginia successfully competed against North Carolina for the project.
Panaceutics focuses on nutraceuticals and food products through a small batch manufacturing platform technology.
The Launch Place, based in Danville, invested a total of $500,000 to help the startup. Since that time, the company developed a patented automation and proprietary software platform.
The Launch Place program assists with entrepreneurship and business development in Danville, Pittsylvania County and Caswell County, N.C. It offers businesses funding, consulting, and residential and office subsidies.
Panaceutics’ goal is to enable delivery of personalized nutraceuticals and pharmaceuticals in a wholesome food source. Its product is delivered in custom-made and easy-to-swallow multi-compound gels.
The Virginia Economic Development Partnership worked with Pittsylvania County, the Danville Regional Foundation, and the Southern Virginia Regional Alliance to secure the project for Virginia.
Gov. Ralph Northam approved a $105,000 grant from the Commonwealth’s Opportunity Fund to assist with the project, and the Virginia Tobacco Region Revitalization Commission approved $405,000 in Tobacco Region Opportunity Funds.
Panaceutics is eligible to receive state benefits from the Virginia Enterprise Zone Program, administered by the Virginia Department of Housing and Community Development.
The company will also be eligible to receive sales and use tax exemptions on manufacturing equipment, and funding and services to support the company’s employee training activities will be provided through the Virginia Jobs Investment Program.
Virginia Business presents its sixth annual Big Book at a time of economic and political change.
In December, a Republican-controlled Congress passed the most sweeping federal tax reform bill in 30 years, a move widely applauded by the nation’s business community.
Just one month before, however, Virginia Republicans were defeated in races for governor, lieutenant governor and attorney general and nearly lost their majority in the House of Delegates. The Democratic wave of victories was seen as a reaction to the 2016 election of President Donald Trump.
The events suggest two possible scenarios for the upcoming mid-term elections this fall:
Under one scenario, tax reform infuses new confidence in the U.S. economy, giving congressional Republicans momentum going into the elections.
Under the second scenario, growing opposition to Trump’s impulsive leadership leads to a political wave like the one seen in Virginia, resulting in Democratic majorities in both houses of Congress.
The direction of the federal government in either case will have a big impact on Virginia’s economy. Federal spending accounts for 30 percent of the Old Dominion’s gross domestic product (GDP).
In its “2017 State of the Commonwealth Report,” released in November, the Center for Economic Analysis and Policy at Old Dominion University noted that Virginia’s real GDP growth in 2016 was 0.6 percent, at a time when the U.S. economy was expanding at 1.6 percent.
The center predicted that Virginia’s 2017 GDP would clock in at 1.8 percent, still expected to be below the national average. In figures released in late January by the U.S. Bureau of Economic Analysis, Virginia’s third-quarter GDP was 2.3 percent.
ODU economists blame Virginia’s sluggish performance on lower federal government spending. In fiscal year 2015, Virginia was the top state in annual federal spending per capita ($17,502), annual per capita spending on federal contracts ($5,819) and annual per-capita defense spending ($6,324). Virginia also had annual total federal salaries and wages of more than $20 billion.
In his State of the Union address in January, Trump called on Congress to end defense spending limits, known as sequestration, set in the 2011 Budget Control Act. The two-year spending bill passed by Congress in February raises spending caps and provides an additional $165 billion to the Pentagon.
The Big Book section includes two stories looking at how the actions of the federal government already are impacting Virginia businesses.
One story examines the effects of tax reform on banks, manufacturers, contractors, real estate companies and accounting firms.
The second story looks at the potential fallout from the Trump administration’s plan to end Temporary Protected Status for 190,0000 to 200,000 Salvadorans living in the U.S. The Washington, D.C., area is home to one of the largest concentrations of Salvadorans
in the U.S. where they work in a variety of industries.
The Big Book also marks a significant milestone for one of the oldest law firms in Virginia, Roanoke-based Woods Rogers. The company, which employs 78 attorneys in offices in Roanoke, Charlottesville, Lynchburg and Richmond, is celebrating its 125th anniversary this year.
As it has for the past five years, the Big Book includes charts and lists examining wide swaths of the commonwealth’s economy.
A trial lawyer who honed his leadership skills in the U.S. Army is now the chairman of McGuireWoods LLP, Virginia’s largest law firm.
In December, Jonathan P. Harmon, 52, succeeded Richard Cullen, a white-collar defense attorney known nationally for representing high-profile clients. He had led the firm for 11 years.
On Harmon’s recommendation, the law firm’s board named J. Tracy Walker IV as its managing partner, succeeding Thomas R. Cabaniss. Walker had served since 2015 as the firm’s deputy managing partner and head of its litigation practice.
Under the direction of Cullen and Cabaniss, the firm grew from 750 lawyers in 15 offices to 1,100 in 23 locations, including Texas, California and London. It also has a presence in Asia through an affiliation with Shanghai-based FuJae Partners.
McGuireWoods had revenue of $682 million in 2016, the latest year that figures were available. The firm’s profit per partner, an industry standard for profitability, was about $1 million.
“Tom Cabaniss and I started seriously focusing on identifying our successors over the last three years. From the start, Jon was on our short list. There was no ‘one thing’ that drove the decision. Rather, Jon has a host of qualities that led us to ask him if he wanted to be chairman and ultimately to recommend him to the partnership,” Cullen says.
“He is a great litigator and trial lawyer. And in our system, the chairman keeps a law practice. He is also an empathetic leader, easily able to motivate his partners and associates. And most importantly, he is a person of character, and that trait is fundamental in leading a law firm.”
Under McGuireWoods’ leadership structure, the chairman heads the firm’s executive committee. He is the face of the firm and is responsible for its big-picture strategy and vision. The managing partner is in charge of running McGuireWoods’ day-to-day operations in a manner consistent with the chairman’s vision.
“My role is much in the vein of a CEO in a corporate structure,” Walker says. “As you would expect, Jon and I talk frequently. Jon is a truly amazing lawyer and leader. There is no one I would rather work for or with.”
Before becoming chairman, Harmon had led the law firm’s Business Securities Litigation Department since 2015, representing Fortune 500 companies in complex cases.
Harmon has spent his legal career at McGuireWoods since graduating from the University of Texas Law School. Also a graduate of the U.S. Military Academy at West Point, Harmon is a combat veteran, having served as a first lieutenant in the Army’s 1st Cavalry Division in the first Gulf War, Operation Desert Storm.
“I really learned how to be a leader in the military. I think, above all else, Richard was looking for a good leader,” Harmon says.
He is the first African-American to lead McGuireWoods. “Becoming the first African-American to lead our firm has been incredibly exciting and exhilarating, but also somewhat saddening, because the legal industry is very underrepresented when it comes to lawyers of color,” Harmon says.
In recent years, the firm has included diversity and inclusion among its six core corporate values. It has created a Diversity Action Council, led by the managing partner. The firm also offers scholarships to law students from diverse backgrounds and is involved in an outreach program where it encourages high school students to consider legal careers.
The McGuireWoods chairman also participates in another type of outreach. A member of Faith Landmarks Ministries, Harmon has led prison Bible study classes for several years. “It’s a passion of mine. I miss it when I don’t get to go,” he says.
Harmon met his wife, Rhonda, at a Bible study class while they both were in the military. Also a lawyer, she was part of a legal team including Tim Kaine (now Virginia’s junior U.S. senator) that pursued a racial discrimination lawsuit against Nationwide Insurance on behalf of Richmond-based Housing Opportunities Made Equal. She made the closing argument in the case. HOME won a $100.5 million verdict that was reversed on appeal. The two sides later reached a settlement.
Rhonda Harmon stopped practicing law after their second child was born. The Harmons have four children, two boys ages 17 and 21, and two girls, ages 13 and 19. “My two oldest are away in college, and my two youngest are still in school here. So, yes, I will have three young people in college soon,” Jon Harmon says with a laugh.
Virginia Business interviewed Harmon at the law firm’s offices in Richmond on Dec. 18. Following is an edited transcript of that conversation.
Virginia Business: Tell me about your vision for McGuireWoods’ future. Harmon: I think Richard and Tom did an incredible job transforming our firm over the 11-plus years they were here from what I’ll call a super-regional firm to a truly national firm … I believe our next step is to take our incredibly successful firm and become a national powerhouse. That encompasses a lot of different things, and it’s certainly not something that is going to happen quickly or easily. But I really believe with the quality of people and the level of excellence that has been instilled in our firm … we will ultimately be successful.
VB:The legal profession has changed considerably since the recession. How do you see it changing going forward? Harmon: I think some of the things we’ve seen are going to be some things we’ll continue to see. As you know, technology has played a huge role in how we deliver legal services to our clients and the expectations of our clients and how they judge our results … A large part of our strategic plan is innovation … [The Financial Times recently named the firm] the third-most innovative firm in North America. We’re really proud of that. Regardless of what changes come, we’ll be ready to adapt.
VB:So, you are now at 1,100 lawyers. Do you have a goal as to how big you want to be? Harmon: I don’t have a goal in terms of the number of lawyers we have. Our growth has never been in regards to numbers. Our growth has always been in response to our clients. The right size is the size that allows us to be successful with serving our clients. We are always looking for opportunities to grow in the right places in the right spaces.
VB: You talked about becoming a national powerhouse. What would tell you that you have arrived? Harmon: I think it is a component of three things. We would be recognized, sought after and as a result of those two things … the profitability of the firm would increase as well. There are obviously a lot of different measures for being sought after, but what we shoot for … is solving our clients’ most complex problems.
VB:You are the first African-American to head the firm. What is the significance of that? Harmon: Becoming the first African-American to lead our firm has been incredibly exciting and exhilarating, but also somewhat saddening, because the legal industry is very underrepresented when it comes to lawyers of color … There were many great women and men who could have been the chairperson at this firm very easily. I’m really humbled and honored to be selected. That selection didn’t come just by my own doing. As with anything when you are the first in your organization, there are a lot of people who went before me … I grew up on Long Island, and I went to see my grandmother in Brooklyn. She was a big Jackie Robinson fan, and she would go to the [Brooklyn Dodgers] games. She would tell me stories about Jackie Robinson. … He became the first in his field [to break the color barrier, but] he didn’t do that by himself. And I feel the same way. There are some lawyers who are still here that are trailblazers who helped to bring me here. One of them was George Martin [the managing partner of the firm’s Richmond office who was the first African-American rector of the University of Virginia board of visitors] … I recognize I didn’t do this on my own. Many people have paved the way for me. I am excited about it, and hope it will inspire people in other places.
VB: You have a number of programs to recruit and retain minorities. Tell us about that. Harmon: We’re proud of where we are. Thirty percent of our leadership are either lawyers of color or are women, but we can still do better … We elevated diversity and inclusion a few years ago to be a core value. We also put together a Diversity Action Council [which] allows us to take a closer look, department by department, on how we are doing from a diversity standpoint, and we will continue to do that. We have a ways to go. We are not there yet, but we’ve made significant strides.
VB:Are you reaching out to high schools or middle schools [for potential recruits]? Harmon: We do. There is a program [Partnership For The Future] that identifies high school students here in the Richmond and Petersburg areas who have an interest in law. We partner with them to help bring some of them on to work with McGuireWoods. We have one-on-one mentoring with some of them … who may not have the opportunity otherwise to experience something like this because of where they live. And that’s what really struck me about this program. There’s a subset of people in any major metropolitan area who are very talented who may never get exposed to something like this, like showing up every day and wearing a tie. I remember there was a young man who was here for his first day. You could see the trepidation in his face … He wasn’t used to seeing this many people wearing suits. Bringing him in and getting him acclimated and teaching him about how you talk to people [made an impression on him]. I still get emails from this gentleman. He has graduated from college now. He’s not in law, but he’s successful. Our lawyers enjoy giving back to the community in that way. And that will continue without a doubt.
VB: Will Richard [Cullen] be a tough act to follow? Harmon: Richard has, in my humble opinion — and this is no way putting down any other great leaders we’ve had — been the best leader this firm has ever had. I’ll never be Richard, but I’ve got to be who I am and the best I can in this position.
VB:One of the things that Cullen is known for is his connection to the Republican Party. That sort of established an image of McGuireWoods as a Republican firm. Will that continue? Harmon: Richard was unashamedly very proud of being a Republican. We have an equal number of people who are not Republicans … I view it as being a firm of both Republicans and Democrats. I don’t think you’ll see me as being in one camp or the other, which is my personality and how I operate.
VB:Was there a transition that’s been going on for some time before your announcement was made? Harmon: Yes, what happened was during the middle of the year, Richard announced internally that I was going to be the recommended choice for chairman. Over the remainder of this year, I began a process of meeting with Richard and going around to all of our offices and meeting with partners and our clients. But the way our partnership agreement works is that the official vote occurred on Dec. 4. That was when the baton was passed.
VB:What has been your most memorable case? Harmon: Each case has something that is very unique about it and makes it memorable. … One case I tried years ago was memorable because it was my first really complicated and complex case I took to trial. It was in East Texas. A company insider had swindled about a million dollars from our client and had been acquitted [in a criminal case]. We were in the same venue trying to convince the jury [in a civil trial] that he in fact did do it … and we won. There were about 20,000 exhibits.
VB: Did you end up getting any of the money back? Harmon: We didn’t get back much, but we got some. The gentleman who was the head of the company’s general counsel office was very principled. [Speaking of the defendant], he said, “You’re not going to steal from us.” His point was that he had tens of thousands of other employees, and they’re watching to see what we’re going to do about this.
VB: How does your military background affect your legal practice? Harmon: My military training —both during peacetime and at war — really [prepared me] to be a good leader, how to come into a situation to lead people who are smarter than you and have been there longer. It has affected everything in my legal practice.
VB: What made you decide to go to West Point? Harmon: Either the beginning of my senior or junior year, all of these academies came to me. I was encouraged by my father to apply to one of the schools. I decided to pick West Point, went to visit and after a lot of thought and prayer, I thought that was where I should go. Looking back, I would no doubt make the same decision again.
VB: When did you decide to go to law school? Harmon: It was around the time I [was deployed during] Desert Storm. I came back and still had another year [in the Army]. My personal opinion is that you’ll never work in an organization with greater camaraderie than the military … you have to make sure you do everything you’re supposed to so your buddy doesn’t perish. [But] when I got deployed, my wife had no idea for months about what was going on. [Communication] is better now with cell phones. I wanted to raise a family, so I decided I would get out. It was a tough decision.
VB: You teach Bible classes for [incarcerated teens and adults]. How did that get started? Harmon: I go to Faith Landmarks Ministries here in town. After I had been there for a year, I heard they had prison volunteer ministries. I’ve always liked working with kids. They had an opportunity to start working in Bon Air [with young men at what is now the Central Admission and Placement Unit of the Virginia Department of Juvenile Justice]. I started there in 1997, and I just loved it. I grew up in a really loving family. My mother and father were wonderful. But I realized, a lot people didn’t grow up that way. [Teaching a Bible class] helped me help those young men, most of whom were African-American. I’ve expanded that to men in the Petersburg federal penitentiary. It’s a passion of mine; I miss it when I don’t get to go.
VB:What do you get from that? Harmon: It’s interesting, because I feel that I get more out of it than they do. It is my privilege and honor to go out and give. I believe when you’ve given a lot, much is required of you. When you give out, you get more back. I think I would be a less productive lawyer and a less happy person if I didn’t give back what I have received.
Virginia’s largest companies have been in a merging mood in recent years.
In mid-February, General Dynamics, Virginia’s second-largest publicly traded company announced plans to acquire CSRA, a government IT services company, in a cash deal worth $9.6 billion including the assumption of debt.
Both companies are based in Falls Church. If all goes as planned, the deal will be completed by the middle of the year.
CSRA itself is the result of another deal in 2015. Falls Church-based Computer Sciences Corp. (CSC) combined its North American public-sector business with SRA International to create CSRA.
CSC wasn’t done. Last year, it merged with the Enterprise Services division of Hewlett Packard Enterprise to create DXC Technology, a Tysons-based information technology and consulting services company with $26 billion in revenue.
Other big public companies have been involved either in mergers or the spin-off of subsidiaries. Reston-based Leidos Holdings combined with Lockheed Martin’s information systems business in 2016, a deal that made Leidos the biggest IT provider to the federal government.
Leidos was created in 2013 when Science Applications International Corp. (SAIC) split into two separate, publicly traded companies. The spun-off company kept the SAIC name.
A similar name-swapping split occurred in 2015 when the Gannett Co. separated its publishing and broadcasting divisions. The spun-off publishing business kept the Gannett name while the broadcast business became Tegna Inc. It owns or operates 46 television stations in 38 U.S. markets. Like CSC and Leidos, Tegna wasn’t through. It spun off its automotive marketing site, Cars.com, as a separate company in May.
One of the most dramatic mergers involving a Virginia company occurred in 2015 when Chesapeake-based Dollar Tree Inc. won a bidding battle with rival Dollar General to acquire Family Dollar for $9.1 billion. Dollar Tree now operates more than 14,000 stores and has annual revenue of more than $20 billion.
Some deals, however, seem to be plagued with delays. Henrico County-based Genworth Financial announced in October 2016 that China Oceanwide Holdings would acquire it for $2.7 billion. Originally expected to be completed last year, the deal has been delayed repeatedly.
The problem has been the companies’ inability so far to win approval from the Committee on Foreign Investment in the United States (CFIUS), which screens foreign takeovers of American companies for national security issues. Genworth and Oceanwide refiled their CFIUS application for a third time in February.
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VB: You are the first African-American to head the firm. What is the significance of that?