WHAT I DO FOR FUN: Travel to learn [about] new cultures
MOST INTERESTING PLACE I’VE VISITED:I love traveling to Europe — so much history and culture. However, Iceland was a very different destination with interesting landscapes, friendly people and delicious food.
WHAT GOES INTO MY DECISION-MAKING: I always take into consideration these three things: How is this going to impact our guests? How is this going to impact our team members? How is this going to impact our community?
MY THOUGHTS ABOUT AI: I welcome all technology with caution. While it is exciting to see all AI has to offer and all the future possibilities, it’s scary to think [that] if not properly regulated, we could have serious challenges in the future.
WHERE I SEE MYSELF 10 YEARS FROM NOW: My life has been so unpredictable, I try not to dictate where I’ll be tomorrow. I’ve been so blessed that I’m happy with whatever the future brings me.
DID YOU KNOW? When Evangelista left her native Brazil for Orlando, Florida, in the late 1990s, her first job was working as a hotel housekeeper at Homewood Suites.
$2M housing trust fund aims to tackle housing shortages in the region
Their population has remained relatively steady, but the New River Valley and Roanoke Valley have seen a significant economic uptick, a statewide study determined earlier this year.
According to Old Dominion University’s 2024 State of the Commonwealth report, the counties of Floyd, Giles, Montgomery and Pulaski marked a rise in real gross domestic product (GDP) of 3.7% in 2023, the state’s second highest increase. Charlottesville, with 4.2%, came in first, and the City of Roanoke and Roanoke County saw a rise of 2.9%.
The Blacksburg-Christiansburg-Radford metro region has recorded dramatic ups and downs in its GDP since 2019, with a fall of 2.5% in 2020 during the start of the COVID-19 pandemic, an 8.7% bounce in 2021, and a 4% increase in 2022.
This amounts to a 13.1% increase for the region’s GDP over the past five years, mirroring the state’s 13.2% rise, according to the report produced by ODU’s Dragas Center for Economic Analysis and Policy.
According to the University of Virginia’s Weldon Cooper Center for Public Service demographics report released in January, more than 3,000 people moved to the region — including Floyd, Giles, Montgomery, Pulaski and Roanoke counties and the City of Roanoke — between April 2020 and July 2024. Elsewhere across the state, people left Fairfax County and Virginia Beach by the thousands, while Chesterfield, Spotsylvania and Stafford counties gained thousands of new residents.
So, what does all this mean for the Roanoke and New River valleys in 2025, as manufacturers and other companies confront tariffs that are likely to raise the cost of doing business and cut into profits?
“It feels a little murky now, but because we have a diverse set of industries, we can stand the shocks that come our way,” says Katie Boswell, executive director of Onward New River Valley, the region’s economic development organization. “We continue to grow the base with a diverse range of businesses that span industries, such as advanced manufacturing, information technology, food processing and uncrewed systems.”
One valuable partner, according to Boswell, is the Additive Manufacturing and Advanced Materials (AM2) Tech Hub, a Radford-based consortium of 50 private and public partners that promotes additive manufacturing, aka 3D printing. It was launched in 2023 with a $500,000 federal Tech Hubs Strategy Development Grant.
Hub members identify industry and supply chain gaps, and direct assets from western and Southern Virginia to fill them. Meanwhile, students get to visit some of the companies, like Meld Manufacturing, a Christiansburg company that makes 3D large-scale printers. “We want to let them see how innovative these jobs are right here in our backyard,” Boswell says.
In this effort to modernize and diversify its industries, the NRV has made strides in improving broadband access, enhancing transportation networks and providing incentives for business development, she adds. Still, there are some shortcomings in the valley, Boswell says. Housing is significantly scarce, which the Dragas report also notes.
“If Virginia is to grow in the future, it must rethink its policies towards housing,” the report says. “We need a ground-up approach to housing (no pun intended).”
But just like with other issues, the NRV is engaged in addressing its housing shortage. The New River Valley Regional Commission, an organization of 13 local governments and three higher education institutions, is providing more affordable housing to the region through a $2 million grant from not-for-profit Virginia Housing. The grant sets up a regional housing trust fund and is funding at least 20 new affordable housing units.
Now, Boswell says, the next big effort will be to design “a strategic roadmap” that ensures that the valley’s collaboration-first model works “on almost every initiative.”
Meld Manufacturing, a 3D metal printing company, is part of Christiansburg’s growing manufacturing industry. Photo courtesy The Downtown Creative
Close connections
NRV’s economic growth is “absolutely” connected to growth in Roanoke County and the City of Roanoke, says John Hull, Roanoke Regional Partnership executive director.
In addition to its GDP increase of 2.9%, Roanoke’s civilian labor force grew by 2.8% between 2020 and 2024.
“The community relationship is substantial between Roanoke and NRV,” Hull says. “There’s a good concentration of education. Virginia Tech ties the region together in direct and substantive ways.”
Manufacturing is a strong growth engine for the entire region, with advanced manufacturing technologies generating higher-skilled, higher-wage jobs, he adds. “The working environment is cleaner than people may remember from a bygone era.”
One manufacturing giant located in the area can trace its roots back to 1869 with the founding of the Westinghouse Air Brake Co. Now known as Wabtec Graham White, it is a global provider of equipment, systems, digital solutions and services for the freight and transit rail industries, as well as mining, marine and industrial markets.
The company, which currently has more than 200 employees in Salem, announced in 2023 it would invest $2.7 million to expand its existing Graham White facility.
Another manufacturing company with a long-time presence in the NRV is Massachusetts-based Hollingsworth & Vose, which has been in Floyd County since 1976. The global manufacturer of papers used in filtration and energy applications announced in 2023 a $40.2 million expansion of its operation. It added 28,000 square feet to its facility on Christiansburg Pike Northeast.
Nanci Hardwick, CEO of Meld Manufacturing in Christiansburg, sees NRV as a hot spot for advances in additive manufacturing, more commonly known as 3D printing. Her company uses 3D printers to produce metal objects. Rather than melting metal, Meld’s process builds products layer by layer, creating stronger products in the end. Among her customers are companies in the defense, aviation, space and semiconductor industries.
Many U.S. companies have additive manufacturing facilities, Hardwick says, “but I believe few [additive] technologies are invented here. Meld technology was invented and commercialized in Virginia.”
This homegrown quality also helps her business as tariffs affect imported metals and raw materials. “It makes more sense to use less of it” by relying on products acquired from a domestic producer, Hardwick says. Founded in 2018, Meld has about 50 employees and a spinoff company, Meld PrintWorks, which produces made-to-order parts for customers.
The New River Valley and Roanoke also benefit from their higher education institutions, including Virginia Tech, Radford University and Roanoke College. Tech’s student population keeps growing, and in October 2024, it was above 38,000 students, as well as 3,400 faculty and staff members. Radford had more than 7,600 students enrolled last fall, marking its first year-over-year growth since before the pandemic.
Both schools are heavily involved in their communities, as well as connecting businesses to students who can fill future jobs. At Virginia Tech, the Center for Advancing Partnerships is a hub for industries seeking employees and for faculty and students seeking private sector partners to bring research projects to market. Radford, meanwhile, works with local companies through its economic development and engagement department.
Although Meld tends to recruit nationwide for its more senior-level positions, “we take advantage of our relationship with neighboring community colleges and universities” for recruitment and researchbpartnerships, Hardwick says. Meld employees “span a wide spectrum. We have Ph.D.s. We have machine operators and assembly technicians.”
Research support and workforce development are especially important for companies focused on new technologies, Hardwick says, because of challenges in lead time and innovation cycles. “If you’re designing new bulkheads in aircraft, it could take one year or two years to get a prototype.”
The health care industry also continues to contribute to growth in the region, Hull says. “Medical and biotech research is burgeoning, bringing new economic activity.”
In February, GO Virginia allocated $14.3 million to support Project VITAL: Virginia Innovations and Technology Advancements in Life Sciences, an initiative that involves the Roanoke Blacksburg Innovation Alliance, Virginia Tech and Carilion Clinic in establishing more research in medical devices, cancer therapies and neurotechnology in the NRV. This dovetails with similar initiatives in the Petersburg area and Charlottesville. According to Virginia Tech, Project VITAL expects to produce more than 1,300 jobs over the next five years.
In addition to biotech and medical research, Hull says that improvements to the Roanoke Blacksburg Regional Airport have helped bring in more travelers and increase local spending. Last year, the airport saw more than 756,000 passengers, hitting an all-time record.
All of this economic growth contributes to new opportunities and higher incomes, Hull says. “It come together to create a healthier, happier, more vibrant region.”
Hardwick, who started unmanned systems company Aeroprobe in 2007 in Montgomery County, calls herself “an advocate for this part of Virginia. The quality of life is definitely one of the reasons a company like mine can be successful. There’s a low cost of living, therefore a low cost of business.”
Plus, she says, “the average commute is maybe 15 minutes. It’s beautiful and people get to work with cutting-edge technology. It is an easy place to convince people they would like to live.”
Roanoke/New River valleys at a glance
The Roanoke Valley region, surrounded by the Blue Ridge and Allegheny mountains, includes Alleghany, Botetourt, Franklin and Roanoke counties, the cities of Covington, Roanoke and Salem and the town of Vinton. Located along its namesake river, the New River Valley includes Floyd, Giles, Montgomery and Pulaski counties, as well as the City of Radford and the towns of Blacksburg and Christiansburg. The combined region is home to Virginia Tech, Hollins University, Roanoke College, Ferrum College and Radford University.
Population
Roanoke Valley1: 315,749
New River Valley2:182,041
Roanoke Valley major employers
Carilion Clinic
HCA Virginia Health System
Wells Fargo Bank
Walmart
New River Valley major employers
Virginia Tech
Volvo Trucks North America
Montgomery County School Board
Radford University
Major attractions
The largest city along the Appalachian Trail, Roanoke also offers numerous entrances to the Blue Ridge Parkway and pays tribute to the outdoors with the Anthem GO Outside Festival (Oct. 17-19). Last year, the region celebrated the 75th birthday of the neon-lit Roanoke Star. You can visit the Taubman Museum of Art or Center in the Square, which is home to museums, an aquarium
and Mill Mountain Theatre.
Also, you can catch a Salem Red Sox game or take a boat around Smith Mountain Lake. After tailgating at Virginia Tech, you can make time for an event at the Moss Arts Center or a movie at Blacksburg’s 1930s-era Lyric Theatre. FloydFest 25 takes place
July 23-27 at its new location in Check.
Top convention hotels
The Hotel Roanoke &
Conference Center
63,000 square feet of event space,
329 guest rooms
The Inn at Virginia Tech and
Skelton Conference Center
23,705 square feet of flexible meeting space, 147 guest rooms
Boutique/luxury hotels
The Liberty Trust
(Roanoke) 54 rooms
Fire Station One Boutique Hotel
(Roanoke) seven rooms
The Rowland Hotel
(Salem) 16 rooms
The Lofts at Downtown Salem
(Salem) 18 rooms
Jackson Park Inn, Ascend Hotel Collection (Pulaski) 32 rooms
The Highlander Hotel
(Radford) 124 rooms
Notable restaurants
Six & Sky Rooftop Grille
(Roanoke) Seafood, steaks
Bloom Restaurant & Wine Bar (Roanoke) Tapas, wine bar
The Palisades Restaurant
(Eggleston) Pizza, steaks
Chateau Morrisette
(Floyd) Winery, Southern cuisine
The Farmhouse
(Christiansburg) Steaks, pasta
1 Roanoke metropolitan statistical area, 2024 estimate, U.S. Census Bureau
2 Blacksburg-Christiansburg-Radford metropolitan statistical area, 2024 estimate, U.S. Census Bureau
15,000+ near-misses reported between 2021 and 2024 in D.C. airspace.
Lawmakers push for investigations into airspace and military flight safety.
Concerns mount over FAA staffing cuts and increased flight volume at Reagan.
When Congress approved the addition of 10 extra daily flights at Ronald Reagan National Airport in Arlington County in 2024, Northern Virginia lawmakers objected, criticizing the move as one that pitted the convenience of lawmakers looking for easy flights home against safety.
Following the Jan. 29 midair collision of an airliner and an Army Black Hawk helicopter over the Potomac River that killed 67 people, several of the region’s lawmakers — all Democrats — stand by their earlier assessment. They also question why more wasn’t done sooner by the Federal Aviation Administration.
A preliminary report released by the National Transportation Safety Board in March revealed more than 15,000 near-misses between commercial airplanes and helicopters between October 2021 and December 2024 in the congested airspace around the busy airport.
“We all probably would have been raising hell long before the accident if we’d known about that,” says U.S. Rep. Don Beyer, whose district includes the airport.
In March, the FAA permanently restricted helicopters from the January crash route, granting exceptions for presidential, lifesaving and law enforcement use. A complete NTSB report is expected to take at least a year.
U.S. Sens. Mark Warner and Tim Kaine, who were vocal opponents of flight additions in 2023, said they were happy for the restrictions, while Beyer added that he couldn’t link the addition of flights to the crash. Also in March, U.S. Rep. Suhas Subramanyam, ranking member of the Subcommittee on Military and Foreign Affairs, announced an investigation into the military’s use of airspace around the Washington region. Several people killed in the crash lived in his district, which includes Loudoun County.
The Metropolitan Washington Airports Authority, which oversees air travel at Reagan and Washington Dulles International Airport, declined to comment. Congress has added more than 50 flights at Reagan since 2000, which the MWAA has strongly opposed.
Warner and Kaine have also expressed frustration with recent cuts at the FAA by President Donald Trump, citing an existing shortage of thousands of air traffic controllers. According to reports, only one controller was on duty at Reagan during the January crash. Kaine’s guest at Trump’s address to Congress in March was Jason King, an FAA safety division employee fired by Trump.
“I’m really worried about these cuts,” the senator says.
U.S. proposes steep port fees on Chinese-built ships
Overcapacity looms with Suez shift and new vessel influx
Smaller U.S. ports, carriers may be squeezed out of trade
Recent years have been rough for ocean freight forecasting. This year is no exception. Just a few months into 2025, and the market is already shaping up to be one of the most unpredictable, and consequential, in decades.
The Red Sea crisis continues, now in its 16th month, causing container vessels to route around the Horn of Africa to avoid the path of Houthi rebel fire. Under current circumstances in the region, industry analysts believe that ocean carriers may attempt a service shift back to the Suez Canal during the fourth quarter of 2025 or later, whenever the passage is deemed safe.
When the shift occurs, after a period of severe port congestion, overcapacity will follow due to increased effective capacity from the shorter Suez transit, plus record new vessel deliveries expected this year. Carriers will need to employ various strategies to balance capacity with demand, including blank sailings and re-engaging in routine vessel scrapping.
Overcapacity is not a new issue for the industry, however. Constant U.S. tariff changes and potential hefty fees on Chinese-built ships are the real game-changers facing global ocean trade. This round of tariff policy adjustments is different due to the unprecedented pace. Shippers and trade professionals are working overtime to keep up with daily and hourly changes, often duplicating work in the meantime. Shippers who may wish to consider new sourcing locations are reluctant due to the uncertainty of which origin may be tariffed next.
In addition to tariffs, the Office of the U.S. Trade Representative (USTR) announced proposed action in February aimed at targeting China‘s dominance in the shipbuilding sector. The proposal includes steep fees, up to $1.5 million per port call, on Chinese-built vessels that call U.S. ports, as well as fees on ocean carriers that have Chinese-built ships in their fleet. With much of the global container vessel fleet built in China, the proposed fees will have a significant impact on U.S. ocean freight, both imports and exports.
Ocean carriers are likely to eliminate smaller U.S. port calls in favor of consolidating cargo through the largest gateways to avoid extra port call fees. This will place tremendous pressure on port and inland infrastructure, and it is likely to result in congestion levels that eclipse those seen at the height of the pandemic-era supply chain crisis.
Further, smaller ocean carriers that operate smaller vessels will not be able to compete if the proposed fees are levied and will most likely be forced out of U.S. trade lanes, reducing ocean carrier competition for U.S. shippers. Importers will certainly feel the effects of the action through increased ocean freight rates and congestion. U.S. exporters will be significantly impacted as well, with far fewer routing and ocean carrier options and increased freight rates, making their products more expensive to potential buyers overseas.
These developments have created a new level of uncertainty for U.S. companies engaged in international ocean trade. Planning efficient supply chains is virtually impossible without some degree of confidence in the trading landscape. Combined with general U.S. economic uncertainty, U.S. shippers have a complex and constantly changing environment to navigate. We always highlight the importance of forecasting well in advance to achieve the most efficient networks. This year, we know forecasting is unrealistic for many companies.
Partnership, which we also emphasize, is more critical now than ever. Having trustworthy partners who can help navigate the constant changes and obstacles is invaluable, especially in a business environment where unpredictability is now the norm.
Rachel Shames is vice president of pricing and procurement at CV International, a freight forwarder, customs broker and non-vessel-operating common carrier headquartered in Norfolk.
In 2019, the Port of Virginia embarked on a massive $450 million dredging project to both widen and deepen its shipping channel to make it the widest and deepest harbor on the East Coast.
In March 2024, the widening portion of the project was complete, opening the doors to two ultra-large container vessels to pass by at the same time, and getting rid of a major obstacle. Experts say the port has seen a difference over the past year.
In fiscal 2024, the port processed 3.5 million 20-foot equivalent units, or TEUs, a 2% increase over fiscal year 2023, and ship calls increased 5% to 1,733 in 2024.
“The completion of the widening is certainly a big deal,” says David White, executive director of the Virginia Maritime Association. “What it has done is removed essentially a bottleneck in our port operations.”
In the old days, two ships could pass at a time, but then vessels got larger, White explains, and the port had to restrict ships to one-way traffic. But now, they’ve gotten the port back to a place where it can have “two-way ship traffic 24/7,” he says.
These ships can carry more than 20,000 TEU cargo units. Previously, the largest ship that called at the Port of Virginia was the CMA CGM Marco Polo, with a capacity of 16,022 TEUs. It called at the port in 2021 and also broke the East Coast’s big-ship record, according to CMA CGM, a French shipping giant with its U.S. headquarters in Norfolk.
But the Port of Virginia hasn’t seen any record-setters in terms of size “in a while,” says Joe Harris, a port spokesman. Nonetheless, the port offers direct services to more than 45 countries and indirect service to more than 200 countries, with top trade partners being China, Germany, Belgium and the Netherlands, according to the Hampton Roads Alliance.
There are also weekly vessel calls to Asia and Europe, and last July, the port announced new last-out vessel calls for the Indian subcontinent, giving the port a direct link to India and Pakistan, which Stephen A. Edwards, CEO and executive director of the Virginia Port Authority, called “an up-and-coming market and an area that holds a lot of trade potential.”
“There is a lot of interest and growing cargo volumes in this trade lane,” he said in a statement. “This is an excellent opportunity for exporters of agricultural products, like cotton and grain, to quickly get their products to this area of the world.”
Of course, the widening project has been under the watchful eye of the Coast Guard.
“Throughout this process, the Coast Guard has been focused on the safety and security of the port,” a spokesperson for the U.S. Coast Guard’s Waterways Management team at Sector Virginia said in a statement. “With the widening and deepening of the port, we no longer have to shut down the port with a one-way traffic constriction, which allows for two-way traffic with ultra-large container ships from all over the world.”
As for the deepening project’s completion, which will make the harbor 55 feet deep, that’s expected to be finished in late fall, White says. At that point, he expects the port will start to see more first-in, last-out services where container lines take fullest advantage to load deeper.
“The widening in itself hasn’t really changed much in terms of where ships are coming from or the type set of ships that we’re seeing,” White says. “With that said, we now have far more traffic related to the offshore wind project than we had used to have,” as well as more cruise ships.
Dominion Energy is about halfway through its $10.7 billion Coastal Virginia Offshore Wind farm (CVOW), which will be the largest offshore wind project in the United States, producing 2.6 gigawatts of power, enough electricity for 660,000 homes. Despite a halt to federal approval of new offshore wind projects under President Donald Trump, CVOW received all of its necessary approvals before his second term began Jan. 20, so work on the project is moving full speed ahead to expected completion in 2026.
“There are some unique vessels calling Portsmouth Marine Terminal carrying cargo for the CVOW offshore wind project, and they are visible because they’re so unique looking, but their size doesn’t require any special treatment,” Harris says.
The 2025 Virginia Maritime Guide arrives during a period of uncertainty for the United States’ and Virginia’s economies — anxieties primarily driven by President Donald Trump‘s slate of tariffs, as well as the impact of potential federal spending cuts impacting the maritime, supply chain, logistics, agriculture and defense sectors, among others.
For the Port of Virginia and associated businesses in the state’s maritime sector — including truckers, ocean shippers, shipbuilders, ship repair businesses, distribution and fulfillment centers, as well as construction companies — leaders are still maintaining optimism that burgeoning tariff wars will be quickly resolved and that defense and military spending will remain robust.
In this year’s executive insights, Colonna’s Shipyard Chairman and CEO Randall Crutchfield says with regard to tariffs and other White House policies, “The only assumption anyone can make is that the international trade landscape will be different 12 months from now.”
And that’s all any of us can say. In the meantime, we hope you enjoy reading the latest on the port’s upgrades at the Norfolk International Terminals, which is nearing completion of its massive, five-year dredging project to make it the deepest and widest harbor on the East Coast, as well as the opening of four major distribution centers in Hampton Roads and Chesterfield County, and Newport News Shipbuilding’s simultaneous assembly of two Gerald R. Ford-class aircraft carriers.
We also check in on the Coastal Virginia Offshore Wind farm, which is still under construction and more than halfway complete off the coast of Virginia Beach. Dominion Energy bumped up its budget from $9.8 billion to $10.7 billion in February, and at the Portsmouth Marine Terminal, construction company Skanska completed a $223 million redevelopment project in March to upgrade 72 acres to create a staging area for CVOW.
As of February, the utility said the 2.6-gigawatt project is now 50% finished and remains on track for completion in 2026. Because the project received all necessary federal approvals during the Biden administration, it is moving forward, despite Trump’s pause on all wind energy initiatives that were awaiting agency approvals.
In closing, I wish to express thanks to the Port of Virginia, the Virginia Maritime Association, CV International‘s Rachel Shames, who provided another insightful commentary on the ocean shipping sector, and all of the other Virginia maritime institutions, businesses, experts and executives who make this publication possible.
DONALD MILLS President and general manager, Mills Marine & Ship Repair, Suffolk
Virginia Business: How did you move from being employed at Huntington Ingalls Industries and Newport News Shipbuilding to starting your own business?
Mills: At HII, I gained extensive hands-on experience, comprehensive industry insights and valuable professional relationships. This tenure taught me critical technical skills, safety practices and quality standards essential to ship repair. However, I consistently observed an underrepresentation of minority-owned businesses within the maritime industry, highlighting a significant market opportunity.
My goal was to leverage my experience to create a company grounded in excellence and diversity. By tapping into my network, securing funding through diligent business planning and federal small-business support initiatives, and capitalizing on targeted marketing strategies, Mills Marine & Ship Repair became the pioneering African American-owned ship repair company in the United States.
Strategic partnerships with larger corporations and commitment to exceptional service delivery facilitated the transition and allowed us to quickly establish credibility within the maritime community.
VB: There’s been a lot of discussion about how small, women- and minority-owned businesses may have more difficulties winning contracts under the current White House. Have you experienced any changes?
Mills: Since the new administration took office, Mills Marine & Ship Repair has experienced both challenges and opportunities reflective of broader industry trends for small, minority-owned businesses.
Competition has become fiercer, particularly for government contracts, which remain critical revenue streams for us. However, the administration has also emphasized bolstering national security, defense and infrastructure improvements, indirectly benefiting the shipbuilding and repair sectors. We have proactively adapted by strengthening our competitive edge through strategic partnerships and aligning our services with national priorities like naval readiness.
VB: How would long-term tariffs affect your company?
Mills: Long-term U.S. tariffs and retaliatory tariffs present substantial risks to Mills Marine & Ship Repair by significantly impacting material costs, supply chain reliability and overall competitiveness. Our operations depend heavily on imported steel, aluminum and specialty marine components, making us particularly vulnerable to tariff-driven price increases.
Sustained tariffs would force us to absorb increased material expenses, compromising profitability, or alternatively, pass these costs on to customers, potentially reducing our market competitiveness. To mitigate these potential impacts, we actively pursue diversified sourcing strategies, domestic supply chain enhancements and increased operational efficiencies.
KATHY ALEXANDER Transportation manager, Newport News Shipbuilding; board member, Virginia Maritime Association, Newport News
VB: What is the biggest challenge for Virginia’s maritime industry, and why?
Alexander: I feel that one of the biggest challenges is workforce shortages, particularly in skilled maritime trades such as shipbuilding, logistics and port operations. As older workers retire, there is a growing need for trained professionals to fill critical roles.
VB:You’re also a member of the Virginia Maritime Association’s board. What are your goals?
Alexander: My goals as a member of this board are to build industry connections by attending networking events, conferences and meetings. I also plan to keep up with maritime development, stay informed and advocate for policies that benefit the maritime industry in Virginia.
RANDALL CRUTCHFIELD Chairman and CEO, Colonna’s Shipyard, Norfolk
VB: You’re the fifth generation of your family to lead Colonna’s since 1875. What lessons do you keep in mind as a leader?
Crutchfield: The lessons I keep in mind are that hard work, good value and fair dealing should be what drives the business every day. This is what my great-great-grandfather believed in. Also, my grandfather typically ended conversations with “be kind” — and this is something that also informs our decision-making every day. Last, waking up each day with an attitude focused on the outcomes of our customers.
VB: How do you think tariffs and other White House policies regarding trade and defense will impact Colonna’s and other maritime businesses?
Crutchfield: At this point, the only assumption anyone can make is that the international trade landscape will be different 12 months from now. America has decisions to make regarding the importance of shipping, shipbuilding and ship repair vis-à-vis paying low prices for consumer goods. The decision for several decades has been to accept the cheapest prices for goods for consumers.
Concurrently, several other countries made decisions to capitalize on that through subsidies to their shipbuilding and repair industries, which has compounded the deterioration of our domestic capacity. The White House’s job will be to inform the public regarding the current state, provide a path forward and then see if the American consumer places priority on cheap goods or domestic capacity.
Domestic capacity is tied closely to national defense as many of the same industrial suppliers build and repair both commercial and national defense assets side by side.
BRETT MASSIMINO Associate professor of supply chain management and analytics, Virginia Commonwealth University, Richmond
VB: How do you think automation will change supply chain management in Virginia?
Massimino:Digitization and automation will significantly impact supply chain management in Virginia over the next decade. While automation will improve efficiency and reduce costs, it will also displace certain manual jobs in inventorying, planning and shipment tracking. However, new positions will emerge in managing and maintaining these technologies, such as data analysts, system integrators and cybersecurity experts.
Increased reliance on digital information exchanges also introduces new disruption risks, as breakdowns in digital systems could be as disruptive as physical disruptions like weather events. Companies will need to enhance resilience using tools like blockchain and AI-driven analytics to improve visibility and response times.
Sustainability will drive demand for green supply chains, which would be supported by digital tools for route optimization and waste tracking. Large companies may quickly adapt to these advancements, but small and medium-sized businesses might face challenges in keeping pace due to their limited resources and expertise in these areas.
VB: What area would you say is a growing sector in logistics and supply chain work, where people can find a good job?
Massimino:A rapidly growing sector in logistics and supply chain management is last-mile delivery, with many companies competing to replicate Amazon’s model. Another key area is optimizing empty backhauls, where businesses focus on reducing inefficiencies from trucks returning empty, enhancing cost-efficiency and sustainability.
Managing digital data flows throughout the supply chain is also gaining mainstream attention. Many companies are only beginning to recognize the lack of visibility into how their data is used, shared and even monetized by suppliers. As data moves throughout the supply chain, managing and securing these digital flows without hindering operations has become a critical focus.
Roanoke to host USA Cycling Endurance MTB Nationals in 2026
It’s “showtime, all the time,” the Henrico Sports & Entertainment Authority’s website proclaims. Since the county’s new Henrico Sports & Events Center opened in late 2023, it’s been “showtime” for volleyball, basketball, indoor soccer, gymnastics, combat sports, futsal and bigger events like the 2024 Atlantic 10 Women’s Basketball Championship.
Sports events have sparked a major tourism boost for the local community, says the authority’s executive director, Dennis Bickmeier. County officials reported a 200% increase in economic impact from sports for the period since 2013, when the county began courting sports tourism.
Statewide, since the pandemic, the Virginia economy overall also has seen a big boost from sports-related events, says Dan Roberts, vice president of research and strategy for Virginia Tourism Corp., the state marketing entity for tourism and film and TV productions.
Sports tourism generated $2.4 billion in spending in 2022, up 12% from 2021, and driving $344 million in state and local tax revenues and supporting 28,138 full-time and part-time jobs, according to VTC research.
And much of that comes from amateur sports, which are a lucrative generator for tourism spending nationwide. The most recent annual report from the Sports Events and Tourism Association, the industry’s trade association, finds a direct annual spending impact of $52.2 billion nationwide from tourism related to amateur sports, supporting 757,600 full-time and part-time jobs and contributing $20.1 billion in state and local tax revenues.
And for 2024, the first year Sports ETA identified the top states for economic impact from amateur sports spending, Virginia came in 10th in the nation.
Many regions around the commonwealth have seen the benefit of staking out niches in attracting amateur sporting leagues and tournaments, Roberts says. For instance, Salem has become a destination for softball and baseball tournaments, while Hampton’s Aquaplex is a haven for swim meets. Roanoke has become a hotspot for cycling, as a training location for 2024 Olympic gold medalist Jennifer Valente and home to the Virginia’s Blue Ridge TWENTY28 women’s road bicycle racing team. Meanwhile, Virginia Beach’s Jackalope Fest features extreme sports such as skateboarding, bouldering and BASE jumping.
‘A big boost’
In Henrico, the 3,500-seat Sports & Events Center has allowed the county to place a much greater emphasis on attracting indoor sports, Bickmeier says.
“The county has been active in outdoor sports tourism. Soccer, baseball and lacrosse are really strong in Central Virginia. But indoor sports was missing,” Bickmeier says. “This has been a big boost.”
In 2024, its first full year in operation, the center attracted approximately 400,000 visitors. Notable among those events was the Atlantic 10 Women’s Basketball Championship, which attracted 16,000 visitors over five days in March 2024, capped off with a victory by the hometown University of Richmond Spiders. The tournament returned in 2025, with George Mason University coming out victorious, and is slated to come back next year.
The Henrico center also was the site of the National Wheelchair Basketball Association’s National Championship, which brought in more than 1,100 players.
Meanwhile, in neighboring Chesterfield County, the 115-acre River City Sportsplex, an outdoor athletic complex featuring 16 synthetic turf fields, has been a major draw. River City drew most of the 340,000 people who attended or participated in 160 major amateur sporting visitation events last year in Chesterfield, says J.C. Poma, the county’s executive director of sports, visitation and entertainment.
Chesterfield had an estimated economic impact in 2024 of $79 million from amateur sports tourism, Poma says, and $56.7 million of that was directly attributable to River City Sportsplex, which also generated $2.1 million of the $2.5 million in local tax revenue generated from county sports tourism.
River City “fell into our lap,” says Poma. The county acquired the facility, formerly known as SportsQuest, in 2016 from a private company that had purchased the then-failed facility at a bankruptcy auction. The county paid $5.5 million for the sportsplex, which was assessed at $17.2 million. At the time it was estimated that a comparable facility would cost $28 million.
“It was a no-brainer move,” Poma says. “River City got Chesterfield into sports tourism.”
Last year, the county completed a $9 million expansion at River City, adding four new lighted sports fields for a total of 16 at the site. Now, large tournaments with many teams can play games simultaneously at the sportsplex.
More improvements planned for the next year include more parking, a playground area with a splash pad, a picnic area and a 5K trail system. The sportsplex also treats citizens by hosting concerts, a Kite Day and even a Snowball Fest, Poma says.
River City generates an annual net surplus each year from renting the facility for $600 per field per day, which allows the county to offer River City for free use to county residents and sports teams at other times.
“You don’t see a lot of public facilities make money,” notes Poma.
Last year, Chesterfield hosted 160 sports events in the county, and about 170 events are planned in the county for 2025. “Sports range from soccer to football to field hockey and lacrosse to niche sports like kickball and spike ball and ultimate frisbee,” he says.
The Roanoke Valley‘s Carvins Cove Natural Reserve is a popular spot for mountain bikers. Photo by Sam Dean Photography – Visit Virginia’s Blue Ridge
Mountain biking
The Roanoke region has done well with traditional amateur sports, according to John Oney, vice president of sports and sales at Visit Virginia’s Blue Ridge, but it’s stepped up its game by adding other sports such as pickleball and women’s flag football to the mix.
Mountain biking has been a great success for the region, with Roanoke set to host the USA Cycling Endurance Mountain Bike National Championships this summer and in 2026. It also hosted the 2022 and 2023 Amateur Road National Championships.
“Virginia’s Blue Ridge is set to become the capital of American mountain biking,” USA Cycling President and CEO Brendan Quirk said last year when announcing the location for the championships. “The incredible variety of riding terrain and the passion for all forms of bike racing is a huge community strength.”
The race will take place “in the middle of a vibrant downtown so people can see it up close and personal,” Oney says.
Last year, the Roanoke region hosted 59 sporting events, which generated an economic impact of $18.2 million. These are “good dollars,” Oney adds.
“They’re dollars that are being brought in from outside that are directly infused into the economy in lodging, gas stations and restaurants.”
Some regions are racing to keep up.
Fairfax County’s big plans for sports tourism were delayed by the pandemic, according to Springfield District Fairfax County Supervisor Pat Herrity, chair of the county’s Sports Tourism Task Force.
“We’re unfortunately behind. We’re playing a little bit of catch up,” Herrity says, but “we’re getting back in the mode of moving forward.” The county has not formally picked a sport to focus on, but “we’re looking at a public recreation authority model similar to Henrico County‘s.”
Sports tourism benefits residents in many ways, Roberts with Virginia Tourism notes. “It brings in revenue, but it provides really great places for locals to spend time as well. It’s great for recreation and health. It’s a big quality-of-life issue.”
Lack of clarity, not laziness, fuels poor accountability
Real leadership requires trust, communication, and clear roles
In late February, a directive from Elon Musk ricocheted through corporate America: “Email me the five things you did this week by Friday EOD.” The memo, blunt and unadorned, ignited a firestorm about workplace accountability. But in our rush to either condemn or defend, we’re missing the real story. The problem isn’t accountability — it’s how we pursue it.
The Low-Trust Tax
Musk’s email carries an unmistakable subtext: “Prove you deserve your paycheck.” This approach exemplifies corporate America’s most persistent delusion — that policy can correct culture. Companies craft elaborate systems to catch the 5% of underperformers while subjecting the productive 95% to a bureaucratic tax of suspicion.
The math doesn’t work. When organizations optimize for the lowest performers, they create drag on their highest performers. Each “prove yourself” demand saps energy that could be directed toward innovation and execution.
Microsoft research reveals that 85% of managers doubt their teams’ productivity. This uncertainty stems from multiple sources: remote work challenges, underdeveloped management skills and fundamental trust deficits. Rather than address these root causes, leaders too often reach for blunt instruments like Musk’s five-item confession booth.
The Mirror Test
Before demanding accountability from your team, try this one-minute exercise: Without preparation, list the five specific actions each team member should prioritize to excel in their role. If you’re stumbling, the accountability problem isn’t with your team — it’s with you. Clarity precedes accountability. Always. No exceptions.
The Clarity Prescription
Want genuine accountability?
Start here: Reset role expectations — even for veterans. Make observable behaviors and metrics the centerpiece of performance discussions. Create psychological safety for clarifying questions by designating a “devil’s advocate” in your next meeting who can model the art of seeking clarity.
Unsure where you stand? Implement a proper employee engagement survey. Companies like Best Companies Group have helped thousands of organizations diagnose and address these exact issues. Go to www.bit.ly/42EjDnM to start a conversation on how we can help.
The Anti-Musk Approach
Cultivating accountability isn’t about Friday email reports or performative productivity. It’s about creating conditions where excellence is both expected and achievable. Great leaders don’t demand proof of work — they create clarity about what matters, why it matters, and how success will be measured. Then they get out of the way.
The next time you’re tempted to implement a sweeping accountability measure, remember: big problems require deep thinking, not panic-induced policies. But better yet — prevent the problem entirely through clear, consistent communication from day one.
When leaders fail to communicate effectively, eventually they’re reduced to counting widgets — or worse, demanding Friday email confessionals. Don’t be that leader.
Jaime Zepeda, executive vice president of Best Companies Group
Jaime Raul Zepeda is EVP, Principal Consultant for Best Companies Group and COLOR Magazine, part of BridgeTower Media. Wondering whether your organization is on the right path to win? Talk to us at Best Companies Group so we can analyze your organization’s health, your team dynamics, and your leadership’s effectiveness. We’ve helped over 10,000 companies understand and improve their workplace using data-driven strategies. Send me a note at [email protected].
Proposed U.S. port fees for Chinese ships could reshape calls
East Coast longshoremen secure 62% wage hike through 2030
For the shipping industry, the theme of 2025 is uncertainty — whether it be in relation to tariffs, interest rates or the economy as a whole. Also, there are external pressures, such as the resumption of Israel’s attacks on Gaza in March following a short ceasefire, as well as continued strife in the Red Sea.
In short, it’s hard for shippers to plan ahead.
“The constantly changing environment around tariffs is making it pretty impossible for shippers — and therefore their supply chain partners — to really plan and prepare efficient supply chains,” says Rachel Shames, vice president of pricing and procurement at Norfolk-based freight-forwarding company CV International.
In terms of tariffs, shippers and other businesses are trying to keep track of President Donald Trump‘s flurry of tariff announcements targeting all foreign imports, as well as higher levies on imported steel and aluminum, foreign-made vehicles and automobile parts. China issued a 34% retaliatory tariff on U.S. goods, after being hit with a 34% U.S. levy in early April.
It’s unclear, though, how long all of these measures will remain in place and what their ultimate impact will be on the Port of Virginia and the rest of the Virginia economy.
“The uncertainty regarding tariffs is just that: uncertainty,” says Joe Harris, a spokesperson for the Virginia Port Authority. “Given that, we are focusing on what we can control, which is the efficient movement of cargo across our terminals.”
Shames notes that shipping companies typically absorb a lot of import costs when they go up, but right now, there are “a lot more tariffs,” and they’re much higher percentages, she adds.
“There’s not much room left in the supply chain or on the supplier side to absorb any costs now,” Shames says. “A lot of it comes down to what the U.S. consumer can bear, and companies trying to figure out how to make their business models work with product cost increases going up so much.” It’s also challenging for companies to plan volumes for the year and secure more space on vessels, trucks and warehouses, she adds.
Separately, shippers have for the past couple of years changed routes to avoid terrorist attacks in the Red Sea. The Houthis, a group backed by Iran that oppose Yemen’s government, launched attacks on dozens of merchant and naval vessels in the Red Sea beginning in October 2023, at the start of the war in Gaza.
While the conflict continues — and the United States carried out airstrikes on military targets in Yemen in March — some U.S. and U.K. ships returned to the Red Sea in late January after a partial end to attacks on commercial ships coinciding with a ceasefire in Gaza. However, The New York Times reported in March that other shippers are wary about returning to the Red Sea and the Suez Canal.
Despite the overall impact of political instability on the worldwide shipping industry, Jeremy Bridges, president and chief negotiator of the Hampton Roads Shipping Association, says the impact on the Port of Virginia has been “minimal throughout the crisis” in Gaza and the Red Sea.
What could be more disruptive to shipping companies and the Port of Virginia is a White House proposal to charge for every Chinese-built vessel that calls at a U.S. port. This could cost up to $1.5 million per port call.
It’s expected that in order to avoid paying hefty port call fees, ocean carriers would reduce the number of calls and the number of ports they call on, says David White, executive director of the Virginia Maritime Association. That could lead to a consolidation of cargo at just the largest ports in the U.S., and some smaller ports may lose business, he says.
“Then you end up with the potential for the ports where the cargo is consolidated to have congestion issues and [issues] having sufficient equipment — things that are disruptive to supply chains,” White says.
In other words, Bridges adds, “it could be less attractive to call the Port of Virginia, and we could see reduced shipping activity as shipping lines decide to limit or reduce port calls and focus on larger ports.”
Meanwhile, a new master contract was finalized in March between the United States Maritime Alliance (USMX), which represents ship lines as well as port and terminal operators, and the International Longshoremen’s Association, which represents 45,000 port workers on the East and Gulf coasts. In a deal reached in October 2024 following a three-day strike that temporarily closed down cargo operations at every major port on the East and Gulf coasts, port employers will pay a 62% increase in wages over the next six years.
That will undoubtedly cause a financial impact at ports, including the Port of Virginia.
Bridges says there hasn’t been “any significant or noteworthy impact on Virginia” yet in terms of higher labor costs passed along to customers. But it could be too early to tell how costly this could become for the shipping industry.
“Those wage increases are going to be passed along, and so they will become part of the cost of doing business,” White says. “There’s always pressure to absorb those costs, but only so much can be absorbed — and the rest gets passed on to the ultimate consumers.”
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