Randal Wimmer became a multi-millionaire based off a contract proposal he wrote at his kitchen table and at a Northern Virginia Starbucks.
A Navy veteran, Wimmer started his own government contracting firm, McLean-based Analytic Strategies, in 2003. It took three-and-a-half years and a lucky business connection for the company to win its first subcontract — providing maritime data analysis for Unisys Corp. at $200,000 a year — until it struck its first home run: a $15 million prime contract for logistics work from the Defense Logistics Agency in 2010.
“That was the one that took us over the edge,” Wimmer says.
Virginia is home to four of the world’s five largest defense contractors — Raytheon Technologies Corp., Boeing Co., Northrop Grumman Corp. and General Dynamics Corp. — not to mention a slew of other government contractors offering services ranging from janitorial and security work to integrating artificial intelligence into health care management software to building the nation’s nuclear aircraft carriers. According to the Government Accountability Office, the federal government spent $637 billion on contracts in fiscal 2021, $386 billion of which was spent on defense services and products.
That’s a lot of money to compete for in a crowded field, and for a startup trying to earn a piece of the pie, there are ways in, though it takes work, say those who have been there before.
“It’s not as simple as you build something, and they will come,” says Jerry McGinn, executive director of the Greg and Camille Baroni Center for Government Contracting at George Mason University. “You have to understand the marketplace, understand potential customers, understand what kind of offerings you need that are attractive [and] where you fit in the marketplace.”
If that sounds like the same sort of checklist any startup should have, federal regulations, security clearances and contracting rules dictating prior performance — proving you’ve done work through obtaining previous contracts — add additional challenges for entrepreneurs seeking a foot in the government contracting door. Wimmer and McGinn refer to this as the “chicken-and-egg” approach.
“It’s like, ‘Well, how do I get … experience when I have no experience? If you’re not giving me a job, I don’t have any experience,’” Wimmer says.
That’s where connections can be crucial. Joining industry associations and developing relationships with business developmentemployees at larger contractors can lead to critical subcontracts that can build a business and help earn those necessary past performance requirements, Wimmer and McGinn say.
Federal programs, including the Small Business Innovation Research and Small Business Technology Transfer programs, can also help put a company on the government’s radar.
As a startup in the early 2010s, McLean-based ID.me won more than $5 million in grants from a National Institute of Standards and Technology program focusing on developing online identity management that helped it launch its product and provided access to state and local government customers, says CEO Blake Hall. The company also received investments from Virginia Venture Partners and Blu Venture Investors, both of which helped the company navigate the federal contracting world.
“With limited resources, you have to focus,” Hall says. “As you build trust and deliver value, your footprint will naturally expand as customers ask you to take on more work.”
Standing out
Another key to success is to find a niche by developing an innovative product or service. Sean Matson, co-founder and CEO of Virginia Beach-based Matbock LLC, says his military experience — he is a former Navy SEAL — helped his company figure out the process of getting a product to market and developing a supply chain. It also gave Matbock initial credibility and relatability to design and build the tactical gear it now sells. Matson says he watched platoon members modify newly issued gear that the government spent money on and thought “that seems weird,” so Matbock looked to fill the gap.
In August 2022, the company won its largest contract to date: $6.9 million from the Army to develop a prototype hybrid electric joint light tactical vehicle. “We relied on new materials, new ways to eliminate ‘one-trick ponies,’ and our own experiences,” Matson says.
Wimmer also points out that only 5% of companies in the United States pursue federal contracts. That eliminates much of the playing field. Earning a designation as a small, veteran, minority or woman-owned business or as one located in a historically underutilized business zone can also help a company stand out because the federal government requires that a certain amount of its money be awarded to those businesses annually. Further, Wimmer points out, the government tells its customers exactly what it is looking to buy via its acquisition and contracting process.
After winning more than $1 billion in contracts, Wimmer sold Analytic Strategies in 2016 and now runs the McLean-based Government Contracting Academy, which offers instructional courses for entrepreneurs trying to break into the industry.
As a government contractor, Wimmer’s initial successes took time and perseverance. He gained contracting experience while working corporate jobs and trying to launch Analytic Strategies. To grow the business after his first big win, Wimmer earned quality management certifications set by the International Organization for Standardization that documented and legitimized his corporate maturity. That’s a step he recommends to every business he now works with.
“This is the easiest and best industry you can ever pursue as a first-time entrepreneur,” Wimmer says.
Snacks and energy drinks are often the fuel for young entrepreneurs burning the midnight oil while perfecting their pitches and products. But for some University of Richmond students, snacks and energy drinks are their products.
Grace Mittl, a 2022 UR graduate, is co-founder and CEO of Absurd Snacks, a food allergy-friendly trail mix devised during Bench Top Innovations, a yearlong course that lets UR students guide a food or beverage concept from idea to commercialization. It “allows people to test their entrepreneurial itch,” Mittl says. “If you fail, it’s OK.”
Mittl’s nut-free snack, created during UR’s inaugural 2021-22 Bench Top Innovations course, is now sold at several Richmond grocery stores and convenience stores. Next up is TwinTail Brews, a sugar-free energy drink produced by the 2022-23 Bench Top class.
These are just two examples of the numerous ways that Virginia’s universities are providing students real-world experience with startups.
For instance, the University of Mary Washington’s Center for Economic Development offers a student entrepreneur education program, StartUpUMW, and the University of Virginia has several entrepreneurship centers across multiple colleges with focuses on technology, nonprofit startups, licensing inventions and more.
In past decades, higher education‘s efforts to cultivate entrepreneurship were largely the purview of business schools or of university technology transfer offices. But these days, colleges and universities are casting a wider net in encouraging startup ventures.
For example, at the Old Dominion University’s Institute for Innovation & Entrepreneurship, faculty, staff and students of any major can collaborate and start businesses.
Virginia Tech‘s Apex Center for Entrepreneurs is also interdisciplinary and “provides any Hokie, from any major and any year the opportunity to engage in all phases of the entrepreneurship.”
In Mittl’s class, students worked in teams and presented their product pitches to a panel of judges who decided which project the whole class would work on.
“I was elected CEO of the class and had rights to the [intellectual property] as the original creator of the recipe,” Mittl says. She and class COO Eli Bank decided to continue running and growing Absurd Snacks after graduation in May 2022.
“That was super far off from my plan,” she says. “I had a job lined up in digital marketing. I had an interest in the food and beverage industry, but I wouldn’t say it was in the cards to start a business.”
Her company now has 25 accounts, primarily natural grocery stores in the Richmond area, she says, adding that Absurd Snacks plans to take on three student interns this summer.
Joel Mier, a lecturer of marketing in UR’s Robins School of Business, is creator of the Bench Top program. A number of factors led to the decision to focus the program on the food and beverage industry, he says. First, UR executive-in-residence Shane Emmett is the former CEO of the Health Warrior health food brand, which he and his co-founders sold for an undisclosed amount to PepsiCo Inc. in 2019. Also, the university has an industrial kitchen where students can test products and then scale up commercially. And, Mier notes, food is “one thing that everyone participates in every day.”
A former vice president of marketing at Genworth Financial Inc., Mier started his career in various leadership roles at three Silicon Valley tech startups. That’s the kind of environment that comes to mind when people think of startups, but Mier wants to demonstrate that “innovation happens everywhere,” not just in tech, and he enjoys hearing “students from all walks of life say, ‘I didn’t know what I was capable of.’”
At George Mason University, students and faculty are “a subset” of the people served by the Mason Enterprise Center, according to Paula Sorrell, associate vice president of innovation and economic development. The center offers programs, services and resources for entrepreneurs of all experience levels.
Students and faculty take part in the center’s Mason Innovation Exchange — the MIX for short — which is home to a makerspace and fabrication lab, a digital media lab and a startup incubator, offering everything from metal fabrication to business mentoring.
Another key part of Mason’s program is to connect students with entrepreneurship-related internships, Sorrell says. And through the National Science Foundation, it is part of a regional consortium aimed at providing experiential entrepreneurial training to academic researchers in science and engineering.
GMU is also a hotbed of biotech research; the Institute for Biohealth Innovation includes about 300 faculty and thousands of students focused on researching infectious diseases, cancer, reproductive health and other medical conditions.
One success story is Shrishti Singh, a postdoctoral fellow at GMU who plans to form a company to produce a photoacoustic imaging technology for doctors to visualize early-stage, precancerous tumors without resorting to invasive surgery — a development that Singh hopes will lead to the survival of more patients.
“This technology gives patients better diagnostics for colon cancer, pancreatic cancer, breast cancer and more, and can improve their prognosis,” Singh said in a statement, adding that her goal was to develop technologies that “make it from the research bench to the bedside of the patient.”
Partnering with the city of Roanoke, developer Ed Walker started redevelopment of 100 acres encompassing the sprawling, former campus of American Viscose, a rayon plant that closed in 1958.
“This is a chance we have as a community to really do something transformative,” Roanoke Economic Development Director Marc Nelson says.
Located in the city’s southeast quadrant and dubbed Riverdale after the historic name of the neighborhood, the project will include both historic rehab and new construction.
As part of his agreement with the city, Walker will invest at least $50 million over the next 17 years. Walker says it will be the last project of his career.
“These projects take a decade — and this one will take longer — so this is it,” he says. “If I’m lucky, I’ll live long enough to see it somewhat complete. It’s the kind of place that’s never finished. It’s so large and complex.”
Before Walker’s company purchased the property, a group of investors operated it for decades as the Roanoke Industrial Center. Walker hopes to retain many of the businesses currently located there.
By 2043, he hopes the Riverdale neighborhood will offer “everything a great place has — lots of different kinds of people creating a diverse experience that’s enjoyable, safe, affordable, creative, economically powerful, experiential and healthy.” Specifically, he expects it will offer residences, offices, retailers and eateries as well as art studios and outdoors-focused programming.
Riverdale’s first phase, which could be completed by 2029, will include 375 apartments and at least one 3,000-square-foot commercial building.
In January, Roanoke City Council approved a $10 million loan to Walker’s company, Riverdale Southeast LLC, to cover property acquisition and site remediation. If developers invest at least $50 million over 17 years, the loan will be forgiven, according to a performance agreement. Additionally, the developer will receive a real estate tax rebate for 17 years. Currently, the property generates about $100,000 annually, according to Roanoke City Manager Bob Cowell.
A master plan for the project will be put together this year, factoring in input from area residents, city planners, leaders in outdoor sports and national consultants.
Richmond-based Chmura Economics & Analytics looked at the projected impact of Riverdale on construction, commercial operations and household spending in the city of Roanoke from 2023 to 2040 and estimated the initial development plan will have a cumulative economic impact of more than $326 million.
Harvey L. Lindsay Jr., chairman of Harvey Lindsay Commercial Real Estate, died April 19 at the age of 93. In addition to his nearly 70-year career in real estate, Lindsay was a Korean War veteran, an active volunteer in Hampton Roads civic organizations and an early civil rights activist.
“Harvey was an eternal optimist and a true servant leader who believed in empowering individuals to take care of their neighbors,” says Robert M. King, one of Lindsay’s sons and now chairman and president of the Norfolk real estate firm, which was started by Harvey Lindsay Sr. “Throughout his career, my dad believed that what was good for people was good for business. His solid, unyielding values are embedded in the culture of our company.”
Lindsay, who served as a Marine lieutenant during the Korean War and was a University of Virginia alumnus, joined his father’s company in 1954 and became president of the firm in 1969. He continued as chairman until his death.
Over his career, Lindsay was part of many major projects, including Tidewater Community College and Military Circle Mall. Old Dominion University‘s Harvey Lindsay School of Real Estate is named for him. In 2014, LEAD Hampton Roads named him First Citizen of Hampton Roads.
A desegregation advocate, Lindsay chaired a racially mixed committee that pushed to reopen Norfolk public schools, which had closed in 1958 instead of integrating. He later co-founded a precursor to the Urban League of Hampton Roads, serving as its president.
“At a time when taking a bold stance on race relations … was risky, Mr. Lindsay stood for what was right, demonstrating uncommon courage,” says Urban League President and CEO Gilbert T. Bland. “Hampton Roads is a stronger, more inclusive community because of his efforts.”
Welcome to the inaugural edition of StartVirginia, a product of Virginia Business magazine. While our editors have chronicled the economy of our commonwealth for more than 37 years, it’s almost impossible to start at the very beginning. Our state traces its business beginnings to the Virginia Company, chartered in 1606 by King James I of England to colonize America’s East Coast. Needless to say, the ensuing four centuries have seen many business developments.
In recent decades, transformation of the commonwealth’s economy has been amazing. We’ve grown from the mining-based economy of Southwest Virginia to the high-tech juggernaut of Northern Virginia. The state government in Richmond, federal contracting around Washington, D.C., and the military might in Hampton Roads provide additive effects that keep our economy humming across all sectors.
Technology and economic cycles have transformed business. The old economic models, based on large companies and long-gone benefits like employee pensions, are increasingly supplanted by smaller startup companies working in less traditional ways. Rather than long-term guarantees, risk sharing in exchange for ownership equity is a new currency for attracting and retaining employees. In the post-pandemic economy, Zoom meetings and remote working arrangements are new norms. Collaboration is less about conference rooms and more about software platforms.
Over the past several months, Virginia Business has slowly previewed StartVirginia as a single page in its regular monthly issues. This inaugural annual special publication represents a full-blown acceleration of that work. In the following pages, you will find insights, profiles and stories about Virginia’s rapidly developing entrepreneurial ecosystem.
Our goal is to keep abreast of the latest trends in Virginia’s rapidly evolving business landscape. Welcome to the commonwealth’s new economy!
Bernie Niemeier President & Publisher Virginia Business
Nearly two-thirds of surveyed voters think a new FBIheadquarters to replace the agency’s crumbling Washington, D.C., home should be built in Virginia.
That’s according to a national survey released in late April by the Virginia Chamber of Commerce. More than a decade in the works, the move is being handled by the U.S. General Services Administration, and it has said a decision could come in months. That’s led to volleys between Virginia and Maryland over which state can best meet the needs of the project, which is expected to bring thousands of jobs and a corresponding economic boost.
Maryland leaders contend that the headquarters should move to one of two locations in majority-Black Prince George’s County — the former Landover Mall site, or land near the Greenbelt Metro Station owned by the Washington Metro Area Transit Authority. Along with cost savings, U.S. Rep. Jamie Raskin, D-Maryland, has cited the potential to boost an underserved community while offering a chance to reverse “Hoover-era” racism.
Virginia’s leaders, including U.S. Sens. Tim Kaine and Mark Warner, have rallied around 58 acres in Fairfax County‘s Springfield area already owned by the GSA. That location, a quarter mile from the Franconia-Springfield Metro station off Loisdale Road, would save money and is close to national security and intelligence assets such as the FBI Academy at Quantico, they say. They have also cited the region’s diversity and underserved communities.
Criteria set by the GSA for its decision weighs the FBI’s mission at 35%; transportation access at 25%; site development flexibility and advancing equity at 15% each; and cost at 10%.
In a statement to Virginia Business, Warner says the GSA’s criteria makes clear that “Virginia is the ideal location for the new FBI headquarters. With its proximity to FBI Quantico and other key intelligence sites, it’s the optimal location to support the FBI mission.”
The chamber’s survey of 1,000 voters found 65% of respondents favor the commonwealth. Virginia was also the site preferred among Black and Hispanic voters at 58% and 62%, respectively. Meanwhile, 7 out of 10 Black and Hispanic respondents viewed all three sites equally in advancing equity and providing economic opportunity to underserved communities.
Barry DuVal, president and CEO of the Virginia chamber, says the survey demonstrates “public opinion regarding the process is consistent with the priorities that the FBI has set forth.”
Months before its opening in late summer or early fall, Lynchburg‘s new Center for Entrepreneurship already has gathered about 15 applications from local business owners and professionals seeking to mentor those launching or looking to grow their own companies.
That’s a positive sign, says Stephanie Keener, executive director of the Lynchburg region’s Small BusinessDevelopment Center. In April, she also became director of the hub, which will provide a central location to offer support and technical services for the region’s startups and small businesses.
“I literally had somebody, actually, when I mentioned that we had the [mentorship] form up and ready to go, she said, ‘Oh, I’m gonna do that right now,’ pulled out her phone and started filling out the application,” Keener says.
In March, GO Virginia announced it awarded $240,192 to the Lynchburg Regional Business Alliance to create the center; Amherst, Bedford and Campbell counties, Lynchburg and the towns of Altavista, Amherst and Appomattox also contributed a combined $187,035. The Center for Entrpreneurship will operate in the alliance’s downtown Lynchburg building in a 3,000-square-foot space previously occupied by CloudFit Software, an IT and cybersecurity company that launched with the organization’s help and recently outgrew the space.
CloudFit’s growth is something Luke Towles, senior vice president of Pinnacle Financial Partners, would like to see replicated by businesses helped by the new center. “It’s got the potential for incubation,” says Towles, board chair for the center.
The center will provide free and low-cost support to 30 entrepreneurs, with the goal of those businesses generating 42 jobs during the next two years, says Megan Lucas, the alliance’s CEO and chief economic development officer. It will offer coworking space, planning, training and services including web design, legal, financial and human resources support.
In February, the business alliance formed the 140 Fund, a revolving low-interest loan fund for entrepreneurs that will help the center’s participating businesses.
To attract entrepreneurs, Lucas says, the center will conduct extensive marketing and communications campaigns, while also relying on the alliance’s existing network for outreach. Companies can contact the center to participate and will be chosen by the board of directors.
“From muffins on Main Street to manufacturing,” Lucas says, “the center will be an additional resource center for individuals who are thinking about starting a business, who are in business, or who are transitioning a business.”
In the mid-1990s, Diane and Paul Manningwere thinking about moving from New Jersey with their three children. Like many families, they took many factors into consideration.
“One of the kids was really big-time into swimming, so we needed a place that had a good swim team,” Diane says. Also, “I always prefer a college town because it has more of a beat to it, [is] more interesting, [has] more things to do, and Virginia is gorgeous.”
But a third consideration was their children’s health, she adds. One child had Stargardt disease, a genetic eye ailment, and two had type 1 diabetes. “So, we needed good medical facilities.”
Charlottesville fit the bill, and the Mannings moved south. In 1997, Paul Manning founded Gordonsville-based PBM Products, which became the world’s largest privately owned infant formula and baby food business. In 2010, he sold the company to Perrigo Company plc for an estimated $808 million and set up PBM Capital, a health care-focused private equity firm that invests in pharmaceutical and life sciences startups.
Nearly 30 years later, the couple are now among the University of Virginia’s biggest private donors. Their $100 million gift in January will help launch the Manning Institute of Biotechnology, a $300 million project that’s expected to make Central Virginia a biotech hub in the next decade.
The institute’s primary goal will be to develop targeted treatments for diseases that either have no cure or involve therapies that make life hard on patients, such as chemotherapy and radiation. In short, the Mannings hope to fund a medical revolution that will lead to longer, healthier lives.
“When we launch, we will be best in class globally for biotech, because we’ll be the new, shiny penny,” Paul Manning says. “Three years from now, we’ll be on the cutting edge. We’re expecting that biotech, large pharma, will come in and set up satellite facilities here to take advantage of this ecosystem that’ll be here in Charlottesville.”
And yet, the impetus for this grand idea started at home.
“We’re very definitely motivated in the science direction because of having kids with issues, and we decided early on … that was our goal: to try to make a change in those diseases and, obviously, just moving technology forward in medicine. For us, it was a pretty, pretty easy decision,” Diane Manning says.
“Diane’s right, because we had a defined mission. It was given to us because of the kids,” Paul adds. “It’s not as glamorous as other types of philanthropy where you fund a theater, or you fund an art program. Not that that’s not important, but for us, health was critical for people.”
Life experience
Paul and Diane Manning’s philanthropic focus on health care was driven by their experiences with their children, one of whom had a genetic eye ailment and two of whom had type 1 diabetes. “We decided early on … that was our goal: to try to make a change in those diseases and … moving technology forward in medicine,” says Diane Manning. Photo by Jeneene Chatowsky/U.Va.
The Mannings are like many significant philanthropists in that their gifts stem from personal experience or passions. For example, last year, a former Virginia Commonwealth University liver disease specialist, Dr. Todd Stravitz, donated $104 million to VCU to establish a liver research institute. This year, a former chemist, Irene Piscopo Rodgers, left $30 million to her alma mater, the University of Mary Washington, to support scientific research and scholarships. The list goes on.
One way in which the Mannings stand out from other benefactors is the fact that they didn’t graduate from or work for U.Va., although they have built powerful ties to the university since moving to the Charlottesville area in the 1990s.
A University of Massachusetts Amherst graduate, Paul Manning and his wife, Diane, have contributed more than $6 million toward diabetes and COVID-19 research at U.Va. They started funding diabetes research more than two decades ago, Paul Manning says.
“It was probably in the early 2000s, because the baby formula company took off in small-town America and Gordonsville,” he recalls. “I guess as we started growing that business, certainly [U.Va.’s] development people knew about us. We were interested in funding science. We met lots of the diabetic community here.”
Over the years, he served on several UVA Health and university committees and boards, including the President’s Advisory Committee.
And in May 2020, U.Va. announced a $1 million gift from the Mannings to establish the Manning Fund for COVID-19 Research, which was used to fast-track research on expanding testing and developing therapies and vaccines for the coronavirus, which was then still a new threat.
Melur “Ram” Ramasubramanian, U.Va.’s vice president for research, remembers the first days of the pandemic, before vaccines were available, and the relief he felt after the Mannings’ gift was announced. “We had nothing. We had no mass testing available yet. [Paul Manning] talked about testing possible treatments [and] wanted to reopen society.”
After receiving 52 COVID-related proposals, U.Va. awarded funding to nine projects. Some of those Manning-funded projects include a collaboration between Dr. Steven Zeichner of UVA Health and Virginia Tech’s Dr. Xiang-Jin Meng to develop a COVID-19 vaccine that would likely cost $1 per shot. For another project, U.Va. faculty members Dr. Kenneth Brayman and Dr. Bill Petri identified three possible therapies for treating acute and long COVID.
As with the biotech institute, Manning’s emphasis in the COVID fund was translational research — moving possible treatments past the idea stage into clinical trials and, ultimately, commercial production.
“He’s incredibly knowledgeable and incredibly well-connected,” Ramasubramanian says of Manning. “His own company invests in these types of technology anyway.”
Targeted treatments
Through his work in backing health care startups since 2010, Paul Manning says, he’s learned that cellular medicine is the key to treatments for many different medical conditions, including those that currently lack a cure.
For example, with diabetes, “it’s taken 25 years to get to this point. … They’ll be able to implant cells in the body that will make insulin. They’ll be able to manipulate these cells to be able to not be attacked by the immune system. That research is going on now,” Manning says, pointing to a Harvard researcher’s work with stem cells that can be changed to islet cells that produce insulin, which helps control the level of glucose in a patient’s blood.
“The first few patients … did extremely well, and now they are going into a bigger study with a major pharma company in order to use that cellular medicine to fix diabetes,” he notes. “My guess is that genetics is 80%, 90% of the reason people come down with diseases, including cancers and Alzheimer’s [and] ALS — even, I think, depression and other mental illnesses are all genetics. I think we’re getting closer to finding out why.”
The idea for the institute arose in mid-2021. “Diane and I wanted to do a major philanthropic project that is impactful,” Manning explains. “We’ve done a lot of things here, incrementally. We’ve put millions of dollars into incremental research at U.Va. and other places in order to move this cellular science forward, but … sometimes in order to be able to have an impact, you have to make a large investment.”
But also, he and U.Va.’s leaders wanted to persuade state legislators to include $50 million in their 2022-24 budget for the project. They succeeded in that, although it took about 20 visits to Richmond during the 2022 General Assembly session.
“Massachusetts and North Carolina and Maryland have invested billions of dollars in next-generation medicine, and Virginia needed to do that,” Manning says. “Meeting the legislators, having to educate them why this is important to the state and why it’s important to their constituents was necessary, but it was a lot of work.”
Ultimately, U.Va. pledged $150 million toward the project as well.
Dr. Craig Kent, UVA Health’s CEO and U.Va.’s executive vice president for health affairs, says that the biotech institute, which the university expects to open in 2027, will employ about 100 researchers and their core staffs, and, in addition to between 30,000 and 40,000 square feet of lab space, the institute will include a biomanufacturing center to produce treatments and medications in-house. Currently, U.Va.’s manufacturing space is just 7,500 square feet and is used to produce treatments for type 1 diabetes and Parkinson’s disease.
Ramasubramanian says that five years ago, when he was hired by U.Va., “I wasn’t thinking about translational research. The focus was on the need for wet lab space.” But now, as one of six university leaders who have hired an architect and are tasked with “moving this project to completion,” Ramasubramanian says, he realizes that the institute will help create jobs and give U.Va. the ability to produce drugs on a much greater scale.
“The vision is that we will have faculty and scientists working in the lab,” he says. “Clinical trials from other companies would take place there, also people scaling up innovations. It’s going to attract like a magnet.”
As for the Mannings, “they could have chosen anywhere,” Ramasubramanian says. “Their passion for Virginia came through.”
The personal side
Paul and Diane Manning have a funny story about how they met nearly 40 years ago. “We met on a street corner,” Diane says with a laugh — clearly, it’s a story they’ve told more than a few times.
“We met in Washington, D.C.,” Paul adds. “I was going to work one Saturday morning, and Diane was going to nursing school there, anesthesia school. I was driving up towards work, and I saw her standing there early Saturday morning, near Adams Morgan at a little music festival. I pulled the car over, and I walked across the street and introduced myself.”
“A little different than the average,” Diane notes.
After marrying, the couple settled in central New Jersey, where Paul Manning was involved in pharmaceutical manufacturing, and they had three children. In 1996, they moved to the Charlottesville area, and in addition to building PBM Products, they got involved with several nonprofits, including the local Boys & Girls Clubs chapter, food banks and the Paramount Theater.
Living in the countryside of eastern Albemarle County, the Mannings are starting a winery, raising horses and enjoying spending time with their grandchildren. Their daughter temporarily lives in Barcelona, and one son lives in Manhattan, but they come back to Virginia for visits, and their other son lives locally. Diane Manning and a friend also recently finished hiking the Appalachian Trail in sections — 2,200 miles total.
“We would go anywhere from 10 days if we were in Virginia and the weather looked great,” she says. “Twenty-eight days was the longest we went out.”
The couple also is fond of deep-sea fishing.
It’s clear that the Mannings enjoy the fun side of life, but as for their legacy, they have major ambitions for medical research.
“There’s five or six diseases we would like to cure,” Paul says. “Certainly, diabetes and genetic blindness, but also ALS and Alzheimer’s, and try to have people be able to have cancer as a chronic [disease] or to cure that. That’s the kind of thing this institute should help with.”
Other philanthropic gifts
Virginia’s other major philanthropic gifts in the past year came from familiar sources — if not to the public at large, then definitely at the institutions receiving the donations.
Longtime University of Richmond donors Carole and Marcus Weinstein, both UR alumni, gave $25 million in March to the private university to establish a learning center in their name at Boatwright Memorial Library. It’s the school’s second largest private donation.
The learning center will help support students academically through tutoring and programs focused on writing and public speaking, explains Martha Callaghan, UR’s vice president of advancement.
“This is intended for all students, not just those who are struggling,” Callaghan says. Also, the center will make use of underused space in the library, which is no longer the hub of activity it was in pre-internet days.
As for the Weinsteins, who started commercial real estate company Weinstein Properties in Henrico County decades ago, “this is the biggest gift they’ve ever made, but they’ve been generous, steadfast and now transformational donors at Richmond,” Callaghan says.
Irene Rodgers chats in 2018 with Matt Tovar, who earned a bachelor’s degree in biochemistry from Mary Washington in 2019 and received the Irene Piscopo Rodgers and James D. Rodgers Student Research Fellowship. He’s set to graduate in 2023 from the George Washington University School of Medicine & Health Sciences.
Similarly, the late Irene Rodgers, a 1959 graduate of what was then known as Mary Washington College of the University of Virginia, was a longtime supporter of her alma mater — making her first $50 donation in 1980. Over the next 40 years, she donated $9 million and bequeathed $30 million in her will. Rodgers died last year at age 84.
The gift is the university’s largest single donation by far, says President Troy Paino. A Bronx native who majored in chemistry at the Fredericksburg college and then earned her master’s degree in chemistry at the University of Michigan, Rodgers was a chemist and electron microscopist, spending four decades as a consultant to FEI Co., a subsidiary of Thermo Fisher Scientific Inc.
The $30 million bequest is targeted toward UMW’s undergraduate research program for students majoring in biology, chemistry, physics, environmental sciences, computer science and math, as well as four scholarships that provide full rides to out-of-state students for up to four years. Rodgers previously funded eight Alvey scholarships, which are named for the late Edward Alvey Jr., a historian and Mary Washington dean.
“One of the things Irene was committed to was bringing out-of-state students to the school,” Paino says, as well as being “very committed to women in the sciences.”
Her $30 million gift, he adds, establishes a “significant endowment for research in the sciences. Something we value and promote here is access to our faculty and allowing students to conduct in-depth research with our faculty.”
Shreya Murali, a Mary Washington senior from Henrico County majoring in biochemistry, received funding through one of Rodgers’ earlier gifts that helped her pursue research on stomach acid drugs as a method for killing cancer cells.
With the funding, she was able to present her project at an American Chemical Society conference in March in Indianapolis, as well as purchase testing supplies.
“It’s been amazing,” says Murali, who’s been accepted to U.Va.’s public health master’s degree program. “It’s given me the opportunity to pursue my love of research. I didn’t think it was possible until this past year.”
There’s another reason why Rodgers’ $30 million donation is special.
Although Mary Washington went coed more than 50 years ago, it has a longer history as an all-women’s institution, dating back to its founding in 1908 as the State Normal and Industrial School for Women in Fredericksburg. Women’s wages still lag behind those of white men in the United States, and even an alumna with the resources to make major gifts might be married to a man who wants to donate to his own institution, causing “split loyalties,” Paino says.
“But alums are showing a significant interest,” he adds. “They see the impact at Mary Washington, as opposed to larger schools. We believe that a transformational gift should help us, particularly students in the sciences. We’ve already heard from some students that this has tipped their [college] decision in our favor.”
Shenandoah Valley Partnership (SVP) is raising $1.7 million through its first capital campaign, Forward2028, to fund a five-year plan aimed at business and workforce attraction and retention.
The region’s manufacturing sector alone has 3,100 job openings due to older workers retiring and companies ramping up production, says Jay Langston, executive director of the economic development marketing organization, which covers 12 localities from Rockbridge County to Shenandoah County. “Businesses can’t grow unless they have people to put in those positions,” he says.
The partnership’s five-year plan calls for building relationships with commercial real estate brokers and site selection firms to attract new businesses, as well as creating an SVP web portal listing job openings and where to get relevant education or training, says Langston.
The region’s community colleges and universities produce about 9,500 graduates per year, he says: “If we were to capture just 900, or 10% of that number, think about the impact that would have on our economy.”
Chris Ellis, a senior vice president at Truist Financial Corp. in Harrisonburg and Rockingham County who serves on the campaign committee, says, “Growth and retention are so important. Not only do we need the workforce, but obviously the healthier the economy, the better it is for [Truist] and the services we’re able to provide.”
Currently, 120 companies and individuals invest in SVP to help fund its business and marketing activities. The partnership launched the quiet phase of its capital campaign in October 2022, says campaign chair Greg Godsey, a commercial market executive at Atlantic Union Bank in Harrisonburg.
Besides attraction and retention, the plan’s priorities include performing due diligence on undeveloped industrial sites and helping match them with developers; improved marketing of the region’s sites and infrastructure; and exploring the creation of a regional industrial development authority.
“That’s resonated well,” he says. “A lot of [investors] doubled … what they’d given in the past.” The campaign, which officially kicked off Jan. 31, raised a little over $1.5 million by mid-April through donations from hospitals, financial institutions and other businesses. Godsey expected to reach the campaign’s $1.7 million goal before June 1.
“It’s been gratifying,” he says. “The partnership is well-known and respected. We want to take it to the next level to compete with others in Virginia and surrounding states.”
For tech worker Courtney Proffitt, summer 2020 was a transformative time.
After roughly a decade away from her native Virginia, she found herself in an Airbnb rental on the outskirts of downtown Roanoke. “I was ready to try a new city after 10 years in Charleston,” recalls Proffitt, who earned her master’s degree from the College of Charleston and stayed in South Carolina for work. “I just hadn’t really figured out where.”
Proffitt leads the request for proposals team for Benefitfocus, a Charleston-based software company that focuses on health benefits, enrollment and administration, and is now part of Voya Financial. Moving back to Virginia hadn’t been at the forefront of her mind; Proffitt grew up in Clifton Forge, about an hour north of Roanoke. But the pandemic drove her, like many people, to move closer to family and friends, and as a newly minted remote worker, she had the flexibility to live anywhere.
The Airbnb she chose was one of two renovated apartments in an older building on Campbell Avenue, she says, and she picked it specifically because of its walkability and cost. There was a coffee shop downstairs, a boutique fitness studio across the street and three breweries within three blocks — a stark contrast to the 45-minute commute she had in South Carolina just to meet friends for happy hour after her remote workday was done.
Living in Roanoke felt easy and natural, Proffitt says, and it didn’t take long for her to decide the move would be permanent. After about three months of Airbnb accommodations, Proffitt ended up buying a home in Grandin Village, a historic neighborhood a couple miles west of downtown Roanoke.
“It is the best decision I’ve ever made,” she says of relocating. “I think that I am in this area for good.”
For economic development leaders working to deepen and broaden the talent pool in the Roanoke and New River valleys, as well as the Lynchburg area, boomerang residents like Proffitt — people who grew up in the area who left for school or work and then returned — are valuable assets. They’re also encouraging local college students to stick around and trying to draw remote workers to the region.
“You create a talent pool in your region of available workforce, even if they’re working remote,” says Erin Burcham, executive director of the Roanoke-Blacksburg Technology Council, a membership organization promoting the region’s emerging tech community. “The possibility that they could roll into a company in your region is so much higher if they physically are located in your region.”
Burcham and other officials are working strategically — and, in many cases, collaboratively — to develop initiatives and programs that not only highlight job opportunities in the region but also lean into a livability narrative that includes proximity to the Blue Ridge Mountains and a lower cost of living compared with larger metropolitan regions.
“We like to say that we’re a unique mix of eclectic small towns and world-class universities,” says Katie Boswell, executive director of Onward New River Valley, a Blacksburg-based public/private regional economic development organization.
State legislators also are trying to pass a law to lure tech workers to the New River and Roanoke valleys and Lynchburg with $10,000 bonuses funded through the state’s GO Virginia economic development initiative. The budget amendment, which passed the House of Delegates, stalled in the Virginia Senate this year, but the idea has worked in other states.
“If you think about it, we’ve been putting together programs like this to attract capital for more than 50 years,” says John Provo, executive director of Virginia Tech‘s Center for Economic and Community Engagement, which provides fiduciary oversight and administrative services for GO Virginia Region 2.
“We’ve had that debate in economic development for a long time: ‘Do people follow jobs, do jobs follow people?’” Provo adds. “But I really do think some version of this really is the next big thing.”
Although the $10,000 bonus initiative is still up to the state legislature, Burcham says, the idea has sparked conversations around the state about localities recruiting people, not just companies.
Erin Burcham, executive director of the Roanoke-Blacksburg Technology Council, is helping lead regional efforts to build a tech talent pool. Photo by Don Petersen
Meanwhile, economic development leaders are using digital marketing, summer programs and talent ambassadors to help tell the story of the Roanoke and New River valleys in hopes young professionals will come or choose to stay.
Region’s largest export
In March, the Roanoke Regional Partnership launched a jobs board on its Get2KnowNoke website, the organization’s talent attraction arm. It scours the internet for regional employment listings and highlights featured employers. Onward NRV debuted its online cost of living calculator in June 2021, which enables people to compare salaries from several metropolitan areas across the country with what would be comparable in the New River Valley. It includes a comparison of monthly household expenses.
“You may not be making exactly as much as you would be in the D.C. area or something like that,” says Boswell, but “your money goes a lot further here.”
Last year, Proffitt was recruited by the Roanoke Regional Partnership to be a talent ambassador. She’s one of several volunteers selected to be a conduit for anyone interested in relocating to the area. She appreciates the opportunity to not only discuss the benefits of living in Roanoke as a remote worker but to also talk up her hometown in Alleghany County.
“I have a lot of connections there, and they really wanted that perspective from a far-reaching satellite community,” Proffitt says of the regional partnership.
Like many rural areas, western Virginia has experienced a mix of slowed population growth and declining numbers over the past decade, according to the U.S. Census, and its population is getting older.
“If you look at natural change — that’s births versus deaths — much of our region is in decline,” says John Hull, executive director of the Roanoke Regional Partnership. “But once you factor in migration, the migration is very positive. It’s a growth trend for the region. And so, we need to influence the equation to have even greater positive migration.”
One issue, according to a 2019 study funded by GO Virginia, is that college students simply don’t know what opportunities are available to them post-graduation.
“They assumed that they had to go to Northern Virginia or Raleigh or Atlanta to get that big job out of college,” Burcham says.
Because the area is full of students — not just those who attend Radford University or Virginia Tech, but a total of 25 higher education institutions with local presences — that population is important to reach, local economic development officials say. And some are from other parts of the state, including Richmond, Hampton Roads and Northern Virginia.
“If you go from Blacksburg through Roanoke to Lynchburg, higher education … really is our largest ‘export,’” Provo says.
State legislative efforts to offer tech workers $10,000 bonuses to relocate to the area could be “the next big thing” for regional workforce and economic development, says John Provo with Virginia Tech’s Center for Economic and Community Engagement. Photo by Don Petersen
Growing students’ networks
The NRV Experience internship program, a summer initiative launched in 2020, helps broaden college students’ experience in the New River Valley by showing them what it might be like to live and work there after graduation, Boswell says.
Participants meet over the course of seven weeks to network with peers and mentors and go on excursions in Floyd, Giles, Montgomery and Pulaski counties, which are hosted by local tourism directors and economic developers. Part of the program emphasizes professional communication, networking skills and leadership, Boswell notes.
Get2KnowNoke has taken a new approach toward its eight-week Onboard | ROA summer program, which also offers a blend of career development and livability experiences, by opening it to students and young professionals between the ages of 18 and 25 who are working in the Roanoke region; that includes recent graduates and remote hires, says Julia Boas, director of talent strategies at Roanoke Regional Partnership. The program is not just about encouraging young workers to move to the region, she says, but helping them develop connections there — a key factor in retention.
The region requires more workers to fill jobs in local industries — including manufacturing, agriculture, transportation, higher education and health care — and Burcham says the technology sector is especially primed for new hires. “We are really at a place where we need more talent — more very specialized technology, biotech talent — in order to keep our clusters of technology growing and thriving.”
One example of the area’s evolving technology ecosystem is Blacksburg-based Torc Robotics, a homegrown tech company that produces self-driving vehicles and is now an independent subsidiary of Daimler Truck AG. Torc, which is developing commercialized automated fleets of freight-hauling semi-trucks, expanded to the Virginia Tech Corporate Research Center in Blacksburg in 2021, a move that was expected to create 350 jobs when it was announced in 2020.
Also, Carilion Clinic, the region’s major health care system, is growing. A new cancer center adjacent to Virginia Tech’s Health Sciences and Technology campus is in the works, and Carilion is converting a downtown Roanoke building into biotechnology incubator labs through a public-private partnership including Virginia Tech, Roanoke city government, Virginia Western Community College and pharma and consumer goods company Johnson & Johnson, which will run its virtual residency program there.
The renovated Jefferson Plaza building is expected to open in late 2024. As part of the $15.7 million grant funding the project, Burcham says, plans are in place to focus on another issue highlighted in the GO Virginia study: employers’ desire for more experienced employees.
“Many of our employers wanted a professional at the magical three- to five-year mark,” Burcham says. “A lot of them just didn’t have the capacity to take on a lot of recent graduates, just because it’s so training-intense.”
The Roanoke-Blacksburg Technology Council is developing a program aimed at preparing college students and new graduates for hard-to-fill positions by helping place them with local or remote employers and connecting them with peer and professional networks, Burcham says. The first cohort could launch by 2024.
“Our thought is if we can physically keep students on graduation day and nurture them and help them continue to grow in their careers and work in a remote capacity,” Burcham says, “then once our biotech companies and our technology companies need that type of talent, they’ll physically be here.”
Roanoke/New River Valley at a glance
The Roanoke Valley region, in 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. Part of the Great Appalachian Valley, 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 Valley: 329,376
New River Valley: 182,876
New River Valley major employers
Virginia Tech
Volvo Group North America Inc.
Radford University
Roanoke Valley major employers
Carilion Clinic
Wells Fargo Bank
HCA Health System
Major attractions
McAfee Knob Photo courtesy Virginia Tourism Corp.
The largest city along the Appalachian Trail, Roanoke is also convenient to the Blue Ridge Parkway. The neon-lit Roanoke Star and Mill Mountain Zoo are must-sees there, as is the Taubman Museum of Art. While in the area, catch a Salem Red Sox game or take a boat around Smith Mountain Lake. While tailgating at Virginia Tech, make time for a movie at Blacksburg’s 1930s-era Lyric Theatre. And then head to Giles County to re-create scenes from “Dirty Dancing” during themed weekends at Mountain Lake Lodge, where the movie was filmed. You can even stay in Baby’s family cabin.
Top convention hotels
The Hotel Roanoke & Conference Center 300 guest rooms, 63,670 square feet of event space
The Inn at Virginia Tech and Skelton Conference Center 147 guest rooms, 23,705 square feet of flexible meeting space
Mountain Lake Lodge 96 guest rooms, 9,035 square feet of meeting space
Boutique/luxury hotels
The Highlander Hotel Radford, 124 rooms
The Liberty Trust, 54 rooms
Notable restaurants
The River and Rail Southern, riverandrailrestaurant.com
Fortunato Italian, fortunatoroanoke.com
Bloom Tapas, bloomrke.com
Alexander’s American, Alexandersva.com
Local Roots Farm to table, localrootsrestaurant.com
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