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JANE BATTEN

At 19 years old, married Frank Batten, who later became chairman and CEO of Landmark Communications and co-founder of The Weather Channel, which he sold to NBC Universal and other partners in 2008. For decades, the couple was known for their philanthropic work, a legacy Jane Batten has continued following her husband’s death in 2009.

Many of the family’s major gifts have been to colleges and universities across the state, including Hollins University, the University of Virginia, Virginia Tech, , and . In 2024, Batten donated $100 million to establish the William & Mary Batten School of Coastal and Marine Sciences, billed as the largest-ever individual donation for marine research.

VWU has been a special cause for Batten over the years, as she started serving on its board in 1981 and in 1995 became its first female chair, while supporting the private university financially through the decades. Earlier this year, the university announced it would rename itself in 2026 in recognition of the Batten family’s generosity.

Batten also provided one of two lead gifts to relocate the Virginia Museum of Contemporary Art from the Virginia Beach Oceanfront to VWU’s campus, with the new location slated to open in early 2026.

VICTOR BRANCH

Victor Branch began his 40-plus years of service at in 1984 and became the first Black president of the bank’s market in 2015. He has been the Richmond market executive since 2003.

The immediate past chairman of the Virginia Bankers Association board, Branch is a leader outside of work as well. He is rector of the board of visitors at Virginia State University and chair of the Community Foundation for a greater Richmond’s board of governors. He also sits on the board of Venture Richmond.

Additionally, in January, the Urban League of awarded Branch a Martin Luther King Jr. Community Leaders Award in , and in May, he was inducted into Junior Achievement of Central Virginia’s Greater Richmond Business Hall of Fame.

Branch received an associate degree in sociology from Richard Bland College and graduated from with a bachelor’s degree in sociology. He served on William & Mary’s board of visitors from 2018 to 2022.

Other past board memberships include the Virginia Gateway Region and nonprofit Housing Opportunities Made Equal. Branch is an ardent advocate of homeownership as an underpinning of generational wealth.

VICTOR O. CARDWELL

A native of Lynchburg, Victor Cardwell retained his position as chair of the board in 2022 when the firm merged with Norfolk’s Vandeventer Black. The same year, Cardwell became the first Black president of the Virginia Bar Association.

At the state’s fifth largest , which shortened its name from Woods Rogers Vandeventer Black back to the original Woods Rogers last year, Cardwell practices labor and employment .

In his practice, Cardwell advises executives and human resources managers on issues including harassment, sexual orientation and gender identity, retaliation and discrimination. He also provides guidance on topics such as workforce reductions, unfair competition and union-organizing campaigns. Additionally, Cardwell counsels clients on matters that include the Family Educational Rights and Privacy Act and Title IX.

Before joining Woods Rogers in 1991, Cardwell worked as a deputy associate chief counsel with the U.S. Department of Labor Benefits Review Board.

This year, the Virginia Law Foundation inducted Cardwell, along with 25 other lawyers, into its 2025 Fellows Class. He also was among several NAACP Citizens of the Year winners in May.

A graduate of the University of Virginia, Cardwell earned his law degree at Washington and Lee University. He sits on the board of trustees for the Virginia Foundation for Independent Colleges.

G. ROBERT ASTON

In 1998, G. Robert Aston and friends launched what would become ‘ largest community bank from his garage. By spring 1999, had opened three offices with the support of 4,000 founding shareholders.

Now, TowneBank has 2,700 employees across more than 50 locations in Virginia and parts of North Carolina, reporting $18.26 billion in assets as of June 30. It completed its $203 million purchase of Old Point Financial in September, and in August, the bank signed an agreement to acquire North Carolina-based Dogwood State Bank for approximately $476.2 million.

That’s only the latest developments in Aston’s six-decade career, which stretches back to 1964. In 1981, he became president and CEO of Citizens Trust Co. He went on to lead Commerce Bank and BB&T of Virginia before founding TowneBank, where he served as board chairman and CEO for 20 years. Aston has been executive chairman since 2018.

“From the beginning, our goal at TowneBank was to build a great community asset,” Aston says. “It is anchored in our DNA.”

Forbes has repeatedly named TowneBank to its 100-bank America’s Best Banks list, and American Banker recognized the bank in its 2023 Best Banks to Work For list.

Aston has received numerous recognitions for his community involvement, including the Hampton Roads Chamber’s First Citizen of Hampton Roads award and a lifetime achievement award from Volunteer Hampton Roads. He also holds honorary doctorates from and , where he is a trustee and significant donor.

JOHN C. ASBURY

With more than 35 years of experience, John C. Asbury returned to his home state and began leading in 2016.

A past chair of the Mid-Size Bank Coalition of America and the Virginia Bankers Association, Asbury also served as the 2024-25 chair of the American Bankers Association. “Serving in this capacity has allowed me to advocate for sound , promote innovation and inclusion, and help shape the future of banking at a national level,” he says.

Asbury has led Atlantic Union Bank’s growth from about $8 billion in assets to $37.3 billion (as of June 30) through both organic growth and acquisitions. In April, Atlantic Union Bankshares, the bank’s holding company, completed its $1.3 billion acquisition of Sandy Spring Bancorp, creating the largest regional banking franchise headquartered in the lower mid-Atlantic.

“My hope is that through our shared efforts, we [at Atlantic Union Bank] will continue to make Virginia a place of opportunity and belonging for generations to come,” Asbury says.

The Virginia Tech and alumnus serves on the Virginia Port Authority’s board of commissioners and chairs its growth committee. He’s also a member of the Greater Partnership’s board and a past member of the ChamberRVA board.

Asbury helped launch and chairs Virginia Learns, a nonprofit bringing business and education leaders together to strengthen public K-12 education and workforce readiness.

NANCY HOWELL AGEE

Nancy Howell Agee has dedicated her career to bolstering in the Valley and in Southwest Virginia.

Agee was born at Roanoke Memorial Hospital and later lived there while attending nursing school. In 1973, she went to work as a nurse at the hospital.

After earning a master’s degree in nursing from Emory University, Agee became the director of a National Institutes of Health oncology grant in the Star City. From there, Agee held a series of leadership roles at , becoming chief operating officer in 2001, a post she held for a decade before being named the first female president and CEO of the in 2011.

“Under her leadership, Carilion transformed from a collection of separate hospitals into a fully integrated, physician-led health system serving over 1 million patients in Virginia and West Virginia,” Agee’s nominator said. “Her vision helped launch the Virginia Tech Carilion School of Medicine and the Fralin Biomedical Research Institute — landmarks that have anchored health care delivery, education, and research in the region.”

In 2019, Agee and her husband, U.S. Circuit Judge G. Steven Agee, kicked off fundraising to build a cancer center in Roanoke with a $1 million gift. Even after retiring from Carilion in 2024, Agee continues raising money for the health system as its CEO emeritus.

In October, Carilion announced the launch of a $50 million fundraising campaign to bring proton therapy to the Carilion Taubman Cancer Center, which is under construction.

 

Live conventions return but face rising costs

Summary

  • Virginia’s meetings and events industry surpasses pre-COVID levels.
  • Rising AV, production costs challenge planners.
  • Smaller, intentional gatherings and unique venues grow in popularity.

It’s no secret the pandemic was tumultuous for the and management industry. Innumerable meetings and were canceled or postponed — or perhaps never even came to fruition. But now, a few years after the pandemic sent shockwaves across the economy, the meetings and convention space is back, and some planners in Virginia say they’re even bigger and better than ever.

“Things are incredibly busy for us right now,” says Marty Malloy, co-owner and principal of -based . “We’re back to pre-COVID numbers and probably will exceed them this year. We’ve seen everything roar back with regard to in-person meetings.”

Malloy, whose company serves a wide variety of clients, including national associations, larger network marketing groups and even the 2025 CrimeCon in Denver, says he remembers the 18 months or so during the pandemic when live events were essentially dissolved. Now, though, the demand for live events is almost overwhelming, says Diane Malloy, also a principal and co-owner of Convention Connections.

“We’re drinking from fire hoses right now, the two of us,” says Diane Malloy, who runs the business with her husband. “We went through that whole COVID period where we were renegotiating a lot of their contracts because they were obviously needing to move them, and we had to do that multiple times. Then, ultimately, they settled into the flow again.”

Diane Malloy says it’s been so busy, in fact, many of the clients they work with don’t have big enough hotel room blocks booked to accommodate the contracts that were written a few years ago. Convention Connections is actually needing to get more hotel rooms for clients.

“We’re just seeing it all come back,” Diane Malloy says. “We’re seeing record numbers with quite a few of our clients.”

That’s thanks to human nature: People want to interact and network in person, Marty Malloy says, adding certain event and convention elements like exhibition halls just aren’t effective in a virtual format.

“I mean, you can try to do it, but it’s nothing like being in person,” he says. “The mentorship, the ancillary networking that goes on at these events. … It’s just people want to be around people. That’s just something that was definitely a different mindset during COVID.”

Increasing costs

Meanwhile, however, costs for events are on the rise, thanks to inflation and the implementation of ‘s tariffs affecting a wide array of industries, including events, meetings and conventions.

Expenses related to meetings and conventions are far more expensive than they used to be just a few years ago. According to the American Hotel & Lodging Association’s 2025 State of the Industry Report, the average daily rate for a hotel is about 54% higher than it was in 2020. In a January survey of 517 meeting professionals by Meetings Today, 89.6% of respondents identified increasing costs — including for audio-visual services, food and beverage, accommodations and hotel contracts — as one of the three greatest challenges they foresaw for planning meetings in 2025.

The increasing costs related to meetings are the biggest challenge for event planning, says Cheryl Simmons with Child Evangelism Fellowship. Photo by Kristen Zeis

“Cost remains the biggest challenge worldwide. Virginia is no exception,” says Cheryl Simmons, director of development and events at Child Evangelism Fellowship. Simmons, who is based in , also serves as the director of member care on the board of directors for the Virginia chapter of (MPI). During her 20-plus years in events, she has also worked with several Fortune 500 companies.

One of the largest costs, both the Malloys and Simmons mentioned, is the rising price of audio-visual equipment and professionals. Brittany Rice, director of sales for , also says she’s seen an increase in AV throughout most of their events, whether it’s adding a digital or virtual component.

“The cost to do the production of events and the AV has gone up tremendously,” Marty Malloy says. “Previously, that was almost an afterthought, to a degree.”

But now that companies and organizations want to share their live event experiences online through videos, the demand for those services — and the expectations for the end results — are higher.

“Years ago, storytelling was an afterthought,” Simmons says. “Video clips and social media posts were nice to have, but not central. Today, it’s one of the most important aspects of any event.”

Now that AV has become one of the top expenses for most events, Simmons suggests booking regional companies instead of national firms, bundling services into one contract, repurposing staging from past events and using in-house teams to save money.

Budget concerns

Rising costs have forced some clients to make budget cuts to events and meetings. Rice says 2023 marked a return of “full-speed-ahead” meetings and conventions, but 2025 was an adjustment period getting used to funding cuts.

“We were seeing a lot of short-term bookings just because of the uncertainty with what budgets were going to be and where funding was coming from,” says Rice, who also serves as vice president of on the executive committee of the board for MPI Virginia. But, she adds, “we still see a great continued need and want for group business.”

By short-term bookings, Rice says she means a short amount of time between when a client is filling out a request for proposals and when a contract is signed. Meeting professionals may have previously seen where an RFP went out and a customer wasn’t ready to move forward with that piece of business for anywhere from six months to a year, and that piece of business may not be for two more years out. Now, they’re seeing people submit an RFP for an event they want to book in a month or two months from now.

“I think it really comes down to the funding,” Rice says. “They don’t know if they’ll have the funds to be able to have that event or meeting, and so booking far out puts them at risk for an expense that maybe they won’t have funding for.” That makes flexibility and contractual commitments all the more important these days, she adds.

Simmons suggests partnering with local vendors and universities that can provide student musicians, catering and interns to cut down on cost. Hybrid formats (having both in-person attendance and virtual guests) can also reduce travel and lodging costs while expanding reach, she says.

“Regional venues — from historic churches to university halls and vineyards — provide affordable spaces with character,” Simmons adds. “Off-season planning can also create dramatic savings, [like] the coast in early spring or the mountains in late fall.”

The meetings and convention industry remains busy, but sometimes smaller events that offer a unique experience pack a better punch.

“Our approach to events is always personal. Less ballroom, more connection,” says Jen Boersma, director of brand acquisitions at Foley PR, based in Warren County. “If you’ve invited people into the room, let’s make sure they leave talking about it.”

In Virginia, Boersma says she’s seeing a rise in thoughtful, small-format meetings and events that “feel elevated, but intimate.” Some companies and brands are opting for smaller gatherings instead of large expos or trade shows, she says.

Being intentional

Now that companies are spending more money on AV elements, Boersma says she’s seeing more brands lean into editorial-style experiences that are “highly curated and photo ready,” whether the photo and video assets from the event are for internal or external purposes. That might include elements like guided breathwork sessions before a panel, interactive art installations or creative workshops, she says.

“In Virginia, we’re also lucky to have access to some truly unique venues,” she says. “Farms, historic homes [and] boutique hotels [add] so much character to the experience.”

And while in-person events are back in style, there’s a caveat, Boersma says.

“They have to be worth showing up for,” she says. “That means better food, better flow and better energy. The key now is to make it feel intentional, not obligatory.”

In Colonial Williamsburg, off-site excursions and unique experiences are particularly popular, Rice says, like incorporating local food and beverage items, attending a fife and drum march, or visiting a historic tavern, the Governor’s Palace or the reconstructed Capitol building.

“There are certain things that we can offer at Colonial Williamsburg that you will not get anywhere else in the world, just because of what we have in terms of our ties to the world’s largest living history museum,” she adds.

Simmons says she’s also witnessed how much the meetings and conventions space has changed over the years — and how more intentionally planned events are the present and future for the industry. In Virginia, that could include adding a shopping excursion, hiking the Shenandoah National Park trails or taking a private boardwalk cruise in Virginia Beach, she adds.

“Today it’s not about how many people you gather, but who you gather — and why,” she says. “It’s no longer just about producing a conference, but about creating meaningful environments where the right people come together to learn, collaborate and spark real change.”

Simmons gave the example of an event she worked on with a “high-capacity, nonprofit board” in which she encouraged members to invite people from their own personal lives to attend who might resonate with the mission of the group. One member invited a longtime friend who made a six-figure donation to the organization after being moved by the information shared at the conference.

“This is what our industry is about,” Simmons says. “We are made to gather the right people — not just to fill space, but to make change in the world.”

AstraZeneca, Eli Lilly, Merck commit $120M to Virginia pharma training

Pharmaceutical giants AstraZeneca, Eli Lilly & Co. and Merck & Co. have committed a cumulative $120 million to develop a workforce training center for advanced in Central Virginia.

The companies, each of which is planning to build manufacturing facilities in Virginia; the state , including Virginia Innovation Partnership Corp.; and multiple Virginia colleges and universities entered into a memorandum of understanding to establish the center, which signed at an event announcing the partnership on Friday.

Dubbed the Virginia Center for Advanced Manufacturing, the training program will offer stackable credentials and degree pathways from technician certifications to advanced degrees. Each year, 2,000 to 2,500 Virginians will graduate from the center with a degree or credential, said.

“We’re going to be up and running in two years,” so people are graduating from the center by the time the companies’ manufacturing facilities start coming online, Youngkin told reporters.

AstraZeneca’s vice president of global engineering, Pran Patel, said Thursday, “This initiative reflects the commonwealth’s visionary approach to and workforce readiness by linking Virginia’s exceptional academic network [with] real industry needs and also the creating of opportunities to help communities build meaningful, high-value careers in life sciences and manufacturing.”

The center will operate on a hub-and-spoke model, Youngkin said. VCAPM will provide simulated training space across approximately 90,000 square feet in the -Petersburg-Charlottesville area, according to a document from the governor’s office.

“We envision a core facility that has the physical training capabilities, either digital or real … but it’s hands on, so you have to create basically a model manufacturing hub where students can come, but you also need the spokes so we can touch in to our community college system in different places and our university footprint,” Youngkin told reporters.

The partnership’s facilities will include pilot-scale manufacturing suites, analytical labs, classrooms and flexible spaces.

According to a document from the governor’s office, VIPC will lead the center’s operations through the Virginia Center for Training (VCPT) under the Virginia Innovation Partnership Authority. A steering group with company and state members will guide planning, site selection and governance. A VIPC life sciences director will oversee daily operations and compliance. The center will also have a VCPT advisory committee composed of private sector, and state representatives.

According to the governor’s office, the agreement includes a nonbinding timeline. Within 60 days, the parties expect to form the steering group and outline site and workforce options. Within 120 days, they will prepare term sheets for incentives and governance. The parties plan to execute definitive agreements within 180 days.

In September, Eli Lilly announced it planned to build a $5 billion facility in Goochland County. Early this month, AstraZeneca said it would invest $4.5 billion to build two facilities in Albemarle County, and on Oct. 20, Merck & Co. announced a planned $3 billion manufacturing facility in Elkton.

“As we invest here in Virginia, … we’re not just investing in facilities — we’re investing in people, and we’re committed to building diverse, highly skilled talent to lead the future of pharmaceutical manufacturing,” said Eric Hahn, Eli Lilly’s senior vice president of global API network expansion.

The state is investing $10 million in infrastructure for the training center, Youngkin said.

The higher education institutions included in the MOU are:

  • Hampton University
  • James Madison University
  • University of Virginia
  • Virginia Commonwealth University
  • Virginia Tech
  • Virginia Community College System

Air traffic controller shortages lead to broader US flight delays as shutdown nears one-month mark

Continued staffing shortages in air traffic control facilities around the country were again causing delays at on Friday as the shutdown neared the one-month mark.

U.S. Secretary Sean Duffy has been warning that travelers would start to see more flights delayed or canceled as the nation’s controllers continue to work without pay during the shutdown, which began Oct. 1.

“Every day there’s going to be more challenges,” Duffy told reporters Thursday outside the White House after a closed-door meeting with Vice President JD Vance and industry leaders to talk about the shutdown’s impact on U.S. travel.

The reported staffing shortages were causing flight delays Friday at a number of airports, including in Boston, New York City, Nashville, Houston, Dallas and Newark, New Jersey. Airports in Boston, Nashville and New York City were experiencing delays averaging two hours or longer.

Staffing shortages can happen at regional control centers overseeing multiple airports, as well as in airport towers, but they don’t always result in flight disruptions.

Aviation analytics firm Cirium says flight data showed a “broader slowdown” Thursday across the U.S. aviation system for the first time since the shutdown began, suggesting staffing-related disruptions may be spreading.

On Thursday, many major U.S. airports reported below-average on-time performance, with fewer flights departing within 15 minutes of their scheduled departure times, according to Cirium. The data does not distinguish between the different causes of delays, such as staffing shortages or bad weather.

Staffing-related delays at Orlando’s airport on Thursday, for example, averaged nearly four and a half hours for some time, according to the FAA.

Most controllers are continuing to work mandatory overtime six days a week during the shutdown without pay, the National Air Traffic Controllers Association has said. That leaves little time for a side job to help cover bills, mortgage and other expenses unless controllers call out.

Duffy said controllers are also struggling to get to work because they can’t afford to fill up their cars with gas. Controllers missed their first full paycheck on Tuesday.

“For this nation’s air traffic controllers, missing just one paycheck can be a significant hardship, as it is for all working Americans. Asking them to go without a full month’s pay or more is simply not sustainable,” Nick Daniels, president of NATCA, said Friday in a statement.

Last weekend, a shortage of controllers led to the FAA issuing a brief ground stop at Los Angeles International Airport, one of the busiest in the world. Flights were held at their originating airports for about two hours Sunday until the FAA lifted the ground stop.

Some U.S. airports have stepped in to provide food donations and other support for federal aviation employees working without pay, including controllers and Transportation Security Administration agents.

Before the shutdown, the FAA was already dealing with a shortage of about 3,000 air traffic controllers.

Former Richmond Fed President Broaddus dies at 86

SUMMARY:

  • J. Alfred Broaddus, former president, died at 86
  • Led Fed from 1993–2004 and pushed for transparency in monetary
  • He served in the Army, earned advanced economics degrees and held major community leadership roles

Jr., former president of the , known for his strong advocacy of low inflation and monetary policy transparency, died Oct. 26 in his hometown of Richmond at age 86.

Broaddus served as the Richmond Fed’s sixth president, from Jan. 1, 1993, until his retirement on July 31, 2004. While president, he sat on the powerful interest rate-setting Federal Open Market Committee and earned a reputation as an “inflation hawk,” advocating for transparent and low-inflation monetary policy.

“Known for his principled positions, he was an active contributor at the FOMC, sometimes expressing dissenting views or casting dissenting votes during pivotal economic moments,” according to his obituary. “He took great pride in collaborating with his team of valued senior economists, who together advanced the Richmond Fed’s profile in macroeconomic research and policy.”

Broaddus frequently spoke, testified, and published papers on monetary policy, transparency, inflation control and the European Monetary Union.

“Al’s leadership left a lasting imprint, not only through his expertise in monetary policy, but also in the thoughtful and principled way he guided the bank and its employees through complex economic times with positivity and graciousness,” said current Fed President Tom Barkin, who early in his tenure got to know Broaddus, in a statement.

Broaddus received a bachelor’s degree in political science from Washington and Lee University in 1961 and went on to earn a graduate degree from the Center for Advanced European Studies at the University of Strasbourg. He served as a lieutenant in the U.S. Army from 1962 to 1964 and later received a master’s degree and doctorate in economics at Indiana University.

He began his career with the Richmond Fed in 1970 as a staff economist before rising through the ranks to eventually become president.

The Richmond Fed is one of 12 independent regional reserve banks that make up the operating arm of the . It serves the Fifth District, which includes North and South Carolina, Virginia, Maryland, Washington, D.C. and most of West Virginia. It sets monetary policy, monitors financial systems and provides payment systems.

Broaddus’ notes that, outside his career with the Richmond Fed, he was deeply involved in civic, educational and corporate governance roles in the Richmond community, serving on the boards of companies such as Albemarle Corp., Faison Enterprises, Markel, Owens & Minor, and T. Rowe Price. He also served as a board member for Virginia Commonwealth University and board chair at St. Christopher’s School, along with holding board positions supporting Gallaudet University and the University of Richmond.

“Al’s leadership was a powerful reminder of the importance of steadfast guidance,” Richmond Fed First Vice President Becky Bareford said in a statement. “No matter the situation, he was an empathetic and reassuring presence for employees while also remaining focused on our public service mission to strengthen the economy and the communities we serve across our region.”

Broaddus is survived by his wife of 59 years, Margaret, two sons and four grandchildren. Visitation will be held at Bliley’s Funeral Home on Monday, Nov. 3, from 4 to 7 p.m., with a funeral mass scheduled for Tuesday, Nov. 4, at noon at Richmond’s Cathedral of the Sacred Heart, followed by interment at Hollywood Cemetery and a reception at the Commonwealth Club.