“About every 15 minutes,” Shawn Avery’s phone at the Hampton Roads Workforce Council rings with an employer calling to find skilled workers to fill vacancies, he says.
Avery is president and CEO of the council, which oversees federally funded workforce development programs and links employers and workers. In the present tight labor market, he says, employers in ship repair, manufacturing, construction, information technology, hospitality and health care have the greatest need for employees.
Veterans are among the most valued workers, Avery says, because of the skills they gain and hone during years of militaryservice, including punctuality and the ability to collaborate with co-workers.
“They come with those soft skills and those workplace skills that everybody is always looking for — the ability to follow leads and communication skills,” says Avery. “We continually hear, ‘If you get us connected with veterans, that’d be fantastic.’ So, it is always on top of mind when we’re talking with businesses.”
As many as 12,000 service members separate from the military annually in Hampton Roads, which has branches from every service but is Navy-heavy. Avery and other workforce officials say they follow a rule of thirds when thinking about veterans: About a third will stay, a third will return to their home states, and another third is undecided about their futures.
Retaining transitioning service members to help fill the many manufacturing and maritime-related jobs available across the region is a “sweet spot” that’s become a focus for Avery and others.
In just the first two months of 2022, there were more than 106,656 unique job postings across Hampton Roads, according to data from the workforce council. More than 6,500 jobs were in manufacturing, and 943 of those were at Huntington Ingalls Industries, which builds and repairs naval vessels and is Virginia’s largest industrial employer.
And other labor needs exist, too. During the same time frame, there were 3,284 construction openings listed and another 2,993 in transportation and warehousing.
Hampton Roads Shipping Association President Roger Giesinger says he’s recently hired more than 100 longshoremen and is continuing to seek more. The association represents various shipping lines, agents and terminals and works in concert with the local longshoremen’s union to fill positions. He says he may also have a need for crane operators in the future.
Next on board
One program that aims to help employers and veterans find jobs is Operation Next, a national manufacturing workforce development initiative for military veterans and their spouses. The federally funded program, with presences in Kentucky, Michigan, Florida and other locations, expanded to Hampton Roads late last year and is a part of the Maritime Industrial Base Ecosystem at Old Dominion University.
Operation Next is one of many programs in Virginia designed to link veterans with skills training and jobs, as well as internship opportunities and apprenticeships.
Russell Czack is a retired Navy commander and senior program manager for Operation Next, which is based in Hampton Roads out of ODU’s Virginia Modeling, Analysis and Simulation Center in Suffolk. He says the program fills a critical need by offering retiring service members and their spouses training for skilled jobs, including welding, numerical control machining, and mechanical and electrical trades, all intended to meet the needs of the region’s maritime industry, including ship repair.
“If you just look just at that group of trades, there’s over 300 positions right now in Hampton Roads listed for those [jobs],” Czack says. Operation Next offers service members and spouses free training opportunities through community colleges and hands-on training that can lead to transferable certifications and, finally, jobs. So far, Czack has talked with about 50 potential program participants, and about 20 have signed on.
Beyond soft skills, veterans bring other pluses that tend to put them in high demand from employers, including the ability to adapt and learn on the job.
“You can train somebody to do the actual work that you want them to do,” Czack says. “It’s a little harder to instill within them the importance of being on time, to work as a team, to be a leader, to take care of other people. These are traits that the military is very good at instilling and training their people.”
Roger Giesinger, president of the Hampton Roads Shipping Association, says there are many maritime jobs needing to be filled. Photo by Mark Rhodes
While Operation Next doesn’t require participants to stay in the region after finishing its trainings, it can help root them to their communities, Czack notes. That’s also a major goal of the workforce council, which has veterans’ employment centers in Newport News and Norfolk, linking vets to jobs and other services.
Sultan Camp, director of Hampton Roads’ veterans’ employment centers and a Navy veteran, says he has a waitlist of employers wanting to attend weekly sessions to meet prospective workers.
Czack notes that the Department of Defense, which has backed Operation Next since 2019, is demonstrating its realization that it needs to help service members departing the military for the civilian world, as well as the needs of defense contractors in manufacturing.
“In a way, the Department of Defense [is] putting their money where their mouth is, saying, ‘Hey, we need to make sure that America continues to build its workforce to support manufacturing.’”
About seven or eight years ago, I was sitting at my desk one morning when I received an urgent text from my then-boss.
She was holding a meeting, according to the text, and needed me to purchase $1,000 in electronic gift cards as a giveaway to the attendees as soon as possible.
Needless to say, this text didn’t pass the sniff test. For one thing, it didn’t sound at all like something my boss would request. For another, I wasn’t aware she had a meeting that morning. Then I checked the phone number it came from — it wasn’t hers, though the text had spoofed her name.
Soon thereafter, I started hearing from co-workers who received the same spurious text claiming to come from our organization’s executive director. To our credit, none of us were fooled, but not long after, I heard about another organization that did get scammed by this con.
Whether at work or in our personal lives, we are constantly barraged with relentless attempts to dupe us into handing over credit card or bank account numbers or sensitive login information. In the worst cases, bad actors can hold critical systems or data captive for increasingly large ransoms. Last year, the Southeastern U.S. saw the real impact of these cyber assaults in the form of long gas lines, panic buying and fuel shortages following the May 2021 ransomware attack on the Colonial Pipeline.
Criminal syndicates and hostile nation-states sponsor sophisticated cybercrime operations encompassing everything from ransomware hacker networks to scam telemarketing centers, corporate espionage and cyberattacks aimed at critical systems and infrastructure. Many of these attacks originate from China and Russia, as well as Turkey and even Brazil, often with government support.
In this issue’s cover story, “Cyberwar zone,” freelance writer Emily Freehling reports that the average ransom payment to cybercrooks has rocketed to a staggering $541,010. Plus, President Joe Biden and federal officials are warning businesses that Russian President Vladimir Putin is likely to retaliate against U.S. sanctions on Russia and support for Ukraine by launching cyberattacks on U.S. interests.
If you’ve been whistling past the graveyard, thinking that your business will escape the notice of the bad guys, maybe it’s time to take out a life insurance policy in the form of a cybersecurity review. Freehling’s article offers some expert suggestions for where to begin with hardening your company’s security measures.
Also in the May issue, we have an exclusive interview with 92-year-old media mogul, televangelist and Regent University founder Pat Robertson about his legacy and Regent’s impact and influence in producing hundreds of conservative leaders across politics, government, law and academia.
But before you read on, I just want to offer a friendly alert that our editorial staff and freelancers will be contacting many of your businesses over the next month or two to collect information about your top executives for our annual Virginia 500 issue, which compiles the state’s most powerful leaders in business, government and education.
Detlev Peters has walked into convenience stores in the Hampton Roads area a couple of times recently to find the candy aisle shockingly empty.
“Hershey’s, Reese’s, M&M’s, everything, like they would just have a clean shelf of just nothing,” marvels Peters, who graduated with a degree in maritime and supply chain management from Old Dominion University in 2020.
Peters, who lives in Virginia Beach, works as a business development representative for Cornerstone Systems Inc., a Tennessee-based transportation and logistics solutions provider. He figures the disruptions to the global supply chains that consumers have experienced since the beginning of the pandemic will translate into solid job security for him and other graduates of ODU’s program, advertised as the only bachelor’s degree program of its kind east of the Mississippi River.
“Just because of the challenges that we’re seeing in the supply chain, I think there’s a lot of opportunity … a lot of entry-level positions and a lot of room to grow within those opportunities,” he says.
The U.S. Department of Labor supports Peters’ hunch, projecting that demand for logisticians, who analyze and coordinate an organization’s supply chain, will grow 30% by 2030.
Krista Kubovchik, who will graduate with a double major in maritime and supply chain management and business analytics in December, has already experienced a taste of the great demand for the skills she’s learning at ODU.
Last summer, Kubovchik began interning for Givens Logistics LC, a full-service freight broker and air-freight forwarder based in Chesapeake. The internship grew into a part-time job.
“I work in the transportation department … dealing with dispatching the drivers to pick up the freight,” she explains.
Since starting at Givens, Kubovchik has begun connecting the work she does there with the various concepts she’s studying in her classes. “There’s meaning behind everything I’m learning.”
She is one of about 80 students enrolled in the maritime and supply chain management undergraduate program, according to the program’s director, Ricardo Ungo.
The average ODU student, Ungo says, probably gives little thought to the Port of Virginia, even though they likely drive by it regularly. But the university’s proximity to the port, one of the busiest on the East Coast, is the supply chain management program’s biggest draw.
“You are close to all of those activities, and that provides … a pretty good advantage” for students seeking internships and employment opportunities, Ungo says.
Kubovchik, who’s president of the ODU Propeller Club for students studying maritime and supply chain management, often recruits speakers from the area’s pool of maritime executives. Members are often invited to attend events with the Port of Norfolk‘s club chapter, which draws more than 300 members from the maritime, transportation and logistics industries.
Being located near a bustling port and maritime industry means ODU students have a number of choices for internships. “Typically, what I’ve seen is that if they do well in the internships,” Ungo says, “eventually they get hired.”
As part of their classwork, ODU supply chain students typically take on a logistics challenge faced by a local company and figure out how to solve it.
“Let’s say they have a problem in procurement, then we pick a topic there,” Ungo says. “The students work on that for the final project. Then that will benefit them because they have the opportunity to interact with someone in the industry. It’s not just case studies in the textbook.”
The program is offered by the ODU Strome College of Business‘ Maritime, Ports & Logistics Institute, described by the university as “a hub where industry practitioners, students, faculty and community can connect and collaborate to develop solutions to challenges in our maritime, industrial and logistics ecosystem.”
The institute’s board of directors is led by Wayne Coleman, chairman and owner of Norfolk-based CV International Inc., which offers logistics and transportation services to the shipping community. Other board members include executives from Dollar Tree Inc., Virginia International Terminals LLC and Norfolk Southern Corp.
“The common denominator is they all have a very strong interest in supporting and growing this program,” says Nancy Grden, associate vice president of ODU’s Institute for Innovation & Entrepreneurship and executive director of the Hampton Roads Maritime Collaborative for Growth & Innovation (HRMC), which works to expand the role of maritime innovation in regional economic development.
Board members have been especially helpful in keeping professors in the maritime and supply chain program up to date on industry developments such as the latest technology, Ungo adds. For example, in 2018, the Port of Virginia and ODU signed an agreement to allow students and faculty to use the port’s Navis software.
For his students, Ungo says, having hands-on opportunities such as that “is a plus when they go to the [job] market.”
1. Tesla opened its first Hampton Roads sales and service center on April 1 in Norfolk. Among the crowd at the opening were Norfolk Mayor Kenneth Cooper Alexander and state Secretary of Transportation Shep Miller. Photo courtesy Capital Results.
2. Del. Elizabeth Bennett-Parker, D-Alexandria, (left) and Meronne Teklu of the West End Business Association attended the Chamber ALX’s Women’s Leadership Forum on March 24 at The Westin Alexandria Old Town. Photo courtesy Jason Dixson at Jason Dixson Photography.
3. Prince William County Supervisor Victor S. Angry (left) and Taylor Chess, president of development for the Peterson Cos., attended the grand opening of the Northern Virginia Bioscience Center in Manassas on March 29. Photo courtesy Prince William County communications office.
4. On April 5, the NASCAR Hall of Fame and Martinsville Speedway unveiled a yearlong exhibit honoring the track’s 75th anniversary season. L to R: Hall of Fame Executive Director Winston Kelley, NASCAR Chairman and CEO Jim France, Hall of Famer Dale Inman, Martinsville Speedway President Clay Campbell, Hall of Famer Richard Petty, NASCAR Executive Vice Chair Lesa France Kennedy, Senior Vice President of Racing Development and Strategy Ben Kennedy and Senior Advisor Mike Helton. Photo courtesy NASCAR.
5. George Mason University President Gregory Washington gives remarks during the groundbreaking for the Fuse at Mason Square building on its Arlington campus April 6. Photo courtesy Ron Aira/George Mason University.
Ocean shipping patterns established during the first year of the pandemic have taken root, and it’s time for shippers to adjust strategies for the long term.
That was the takeaway from the first in-person Trans-Pacific Maritime (TPM) Conference in three years, presented in Long Beach, California, in March by IHS Markit Ltd. (now S&P Global Inc.), traditionally the largest annual gathering of ocean shipping industry professionals in the U.S. It’s the same message carriers are communicating through this year’s contract negotiations.
U.S. import demand remains strong, and most retailers are forecasting higher volumes for 2022. Severe port and inland terminal congestion persists in the U.S. and abroad. Trucker, chassis and warehouse shortages plague shippers of all sizes. Effective ocean vessel capacity is restricted by carriers’ inability to maintain regular schedules in this highly congested market. West Coast port labor contract negotiations are ongoing, and there are concerns about a work slowdown that would exacerbate these challenges. Fuel prices are climbing, adding upward pressure to transportation rates that already are at record levels.
Also, there are signs that demand may slow this year. Between high inflation and expected spending shifts from goods to services as pandemic concerns ease, analysts are optimistic that there is some supply chain relief on the horizon.
Container carriers have new vessel deliveries planned for 2023-24, which will bring a healthy injection of ocean capacity to the market. There are more independent, niche carriers in the ocean market than there have been in years, translating to more competition and options for shippers. A new task force run by the Department of Justice and the Federal Maritime Commission, meanwhile, is monitoring and investigating claims of anticompetitive behavior and unreasonable pricing by ocean carriers.
However, the severity of congestion and shortages in the system, especially landside capacity, threatens to counterbalance a drop-off in demand. A looming deadline for new decarbonization initiatives, the International Maritime Organization 2023 rules set to lower emissions, is expected to force a portion of the existing global ocean capacity out of rotation next year.
Instability is widely expected to persist throughout 2022-23 and may well characterize the industry for the foreseeable future. Shippers are advised to plan and act now for the current market reality, not to wait for the tide to turn. The pendulum will swing eventually, but it’s highly unlikely to land at the far opposite end of the spectrum where the industry sat in the 2010s when shippers held all the leverage.
Carriers have dramatically shifted their approach to contracting over the last year. There is far less fixed-rate and space allocation in play; most freight will move on variable rates at spot at premium levels, translating to even less predictability for shippers. Carriers are reducing the size of long-term contracts and deselecting less desirable customers entirely. Shippers must position themselves as high quality partners — shippers of choice — and seek out arrangements that benefit both sides equally. A variety of long-term, well-nurtured relationships will be necessary to keep cargo moving; shippers must have a diverse port-folio of ocean carriers, forwarders and non-vessel operating common carriers (NVOCC); long-term and spot-rate agreements, and multiple trucker and warehouse partners.
The 2022 TPM conference theme, “Relationships Matter,” is critical advice for shippers navigating this new market. Those who embrace strategies that provide their companies with as much reliable logistics service as possible will prevail over those who prioritize chasing the lowest rate for short-term gains. Quality partnerships have never been more important to the execution of a successful supply chain. ν
Rachel Shames is director of pricing and procurement at CV International Inc., a freight forwarder, customs broker and non-vessel-operating common carrier headquartered in Norfolk.
In law firms across Virginia, power is now definitely on the side of individual attorneys, who can command larger salaries and other perks so long as they’re willing to cope with heavier workloads.
As demand for legal services has soared, the number of lawyers available to perform that work has slumped, leaving even the most prestigious firms vying fiercely for talent.
Two years ago, the arrival of the pandemic caused many businesses to contract, close or just hunker down, hoping to weather the viral storm. Many law firms, anticipating a concurrent contraction in the need for their services, took a wait-and-see approach to hiring and allowed attrition to thin their ranks. Some firms, with the pandemic making remote mentoring difficult, suspended summer internships, a traditional source for new hires, while still other firms were impacted by older attorneys opting for early retirement amid the upheaval.
Meanwhile, the ranks of available young lawyers coming out of law schools were diminishing. Kenneth Randall, dean of the Antonin Scalia Law School at George Mason University in Arlington, says that enrollment already had been decreasing for 5 to 10 years, but class sizes declined even further after the pandemic hit.
The nationwide rate of law school applications dropped by 10.7% between 2021 and 2022, according to the Law School Admission Council. In Virginia, the drop was even more precipitous — 12.2%. Reduced hiring by law firms played into that ebb in enrollments, too, Randall says.
But the downturn in demand for legal services was unexpectedly short-lived. “A few years ago, the conversation was about too many law students,” says B. Keith Faulkner, president and dean of the Appalachian School of Law in Grundy. Now, he says, “demand has increased dramatically, and the labor pool has not.”
Thomson Reuters’ 2021 Law Firm Business Leaders Report, which last fall surveyed 55 U.S. law firms, found that firm executives named lawyer recruitment and retention as the highest risks to firm profitability in 2022. Poaching of staff by competitors came in second in a profession in which noncompete agreements are generally unenforceable. This risk list was quite the about-face, because in 2020, talent issues didn’t even crack the top five of law firm concerns.
“It’s just an incredibly tight market,” says Brooks Smith, managing partner at the Richmond office of Troutman Pepper Hamilton Sanders, an Atlanta-based firm with 1,200 lawyers in 23 cities. “The demand for talent is the highest I’ve seen in 26 years.”
Recent booms in mergers and acquisitions, joint ventures and other deals have significantly increased demand for legal services, says Kaufman & Canoles President and Chairman William Van Buren III. Photo by Mark Rhodes
More demand
Steven D. Brown is a member of the Virginia Bar Association‘s board of governors and a partner at the firm of IslerDare, which has 17 lawyers in Richmond and Tysons. The past two years, he says, have been “rather brutal, the busiest I’ve ever had.” As a labor and employment lawyer, Brown says, he’s had to deal with “a flood of workplace safety issues.”
William R. “Bill” Van Buren III, president and chairman of Kaufman & Canoles, a firm with about 90 lawyers distributed among eight Virginia offices, says that abundant capital has resulted in an “unprecedented” boom in mergers and acquisitions, joint ventures, real estate deals and private equity transactions, which has “really increased the demand for legal services in the last couple of years.”
The possibility of tax code changes also has amped up compliance work in the areas of markets and securities, adding to the “explosive” amount of business his firm is seeing. “I’m working harder than I ever worked,” he says. “It’s been a struggle.”
The 2022 Report on the State of the Legal Market, released in January by the Center on Ethics and the Legal Profession at Georgetown University Law Center and the Thomson Reuters Institute, confirms these experiences. During the second and third quarters of 2021, legal services grew by 4%, the strongest quarterly growth rate in a decade, primarily driven by an upswing in the areas of real estate and corporate law.
That same report showed a bidding war for legal talent driven by the rising demand for legal services coupled with the shortfall of available lawyers.
By the end of November 2021, associate compensation for all segments of the market had increased by 11.3% in just 12 months. Several large New York City firms made headlines recently when they raised their first-year associates’ pay by $10,000, with new attorneys at the international firm of Milbank, for example, now starting at a rather breathtaking annual salary of $215,000.
That salary inflation has not spared Virginia.
“The cost of people has gone up enormously,” Van Buren says. “It’s made talent acquisition harder.”
“We have had to make significant moves in salary adjustments for first- and second-year associates,” says Rudene Mercer Haynes, firmwide hiring partner at Richmond-based Hunton Andrews Kurth LLP, an international firm with 900 lawyers. “We have to make sure that our salaries are competitive.”
Reuters notes that in addition to record-setting paychecks, many firms have added monetary bonuses for signings, referrals and returning to in-office work. Some are even paying employees to stay off LinkedIn and discouraging networking that could lead to their lawyers leaving for more profitable pastures. Not surprisingly, the law firm executives cited in the Reuters survey ranked high salaries as No. 3 on their list of risks to profitability.
The competitive labor market has resulted in “significant” salary adjustments for first- and second-year associates at Hunton Andrews Kurth, says the firm’s hiring partner, Rudene Mercer Haynes. Photo by Caroline Martin
Work culture matters, too
In our post-pandemic world, however, “money alone doesn’t make it,” Faulkner says. In just about every sector of the economy, the law being no exception, workers want more than a good paycheck. They want more autonomy, more flexibility and a better work-life balance. Call it a mass awakening or an overdue reckoning, but business as usual has become a thing of the past.
“The question people are asking themselves post-COVID is, ‘What do I want to be when I grow up?’” Mercer Haynes says. “A lot of people have reassessed.”
Brown, 59, says that as a young associate, he would regularly work into the night with his only thanks being a free meal to be consumed while he labored at his desk. Yet, he was perversely proud of being overworked. “It was a rite of passage,” he says.
That “grinding of people” doesn’t fly anymore. “Lawyers in their 30s and 40s are asking themselves, ‘Do I really want to be like the boomers?’ The answer is a resounding ‘No,’” Brown says. “And boomers and Generation X-ers are asking themselves whether their own health is more important than the law firm.”
The fallout from this sweeping rethinking of priorities is that “now, we don’t say, ‘You have to do that,’” Brown says. “Now, we say, ‘You know what you have to do.’”
Such an accommodating attitude is a sea change for a profession in which billable hours were once the be-all and end-all.
“We are still beholden to the billable hour, but the [old] model is too traditional these days,” says Dan Summerlin, president and principal of the Roanoke firm Woods Rogers, which has about 80 attorneys. “[Our lawyers] now have the flexibility not to have to chart X number of hours.”
That flexibility extends to allowing all-remote working, hybrid home-office arrangements and adjustable and part-time hours for both new hires and present staff. “You get the job done wherever it needs to be to get done,” says Smith of Troutman Pepper. With many younger lawyers being a part of dual-income households, better family leave policies have become a bargaining chip as well.
Yet, despite all these accommodations, demand for lawyers continues to exceed the supply for Virginia firms.
“Lawyers are finding other things to do,” says Cliff Jarrett, assistant dean of the Washington and Lee University School of Law’s Office of Career Strategy. Some are opting for in-house corporate positions, which are plentiful and generally less demanding than law firm jobs because the attorney serves only one client. Others are taking government positions, going into academia or choosing the less quantifiable payback of working for nonprofits such as legal aid organizations.
Some lawyers may be retiring early, too, although the evidence for the so-called Great Retirement is mixed. While the Federal Reserve reported a 7% rise in general retirements nationally among people ages 65 to 74 between January 2020 and October 2021, the retirement rate among those 55 to 64 remained constant. Further, in a survey of 1,368 senior lawyers conducted by the American Bar Association last year, just 33% of older lawyers said their retirement plans were changed by COVID, and, of those, 53% said the pandemic actually delayed their departure from the workforce.
The increase in lateral moves among younger attorneys, however, has unquestionably put a heavier burden on older attorneys who have tended to stay put at one firm for most of their careers. That kind of longevity and deep community experience is highly valued by clients, with the upshot being more work and more stress being dumped on senior attorneys.
Meanwhile, younger lawyers “tend to put boundaries around their work,” Van Buren says, placing limits on how much they’re willing to take on. Older attorneys didn’t come up that way, he says, and they’re getting worn down trying to keep up.
Kaufman & Canoles has seen an uptick in retirements, but Van Buren blames demographics for that as much as COVID. “We are on the back nine,” he says of the firm’s cadre of 15 to 20 longtime lawyers, “and the clubhouse is sneaking up on us.”
While this back end of the profession seems to have remained relatively stable, on the front end, change is afoot, as reflected by law school enrollment. Although Appalachian has not seen an increase in class sizes, Faulkner says that Liberty University, where he was law school dean until last summer, had “a bumper crop” of law students in 2021. At Washington and Lee, Jarrett says that the latest first-year law class is 15% larger than the last one, and enrollment at George Mason is up 74%.
Randall attributes GMU’s bumper crop of law students to the school’s part-time evening degree program, which began last fall and tripled enrollment. He also cites the school’s high bar exam pass rate and record for job placements, as well as its success in securing judicial clerkships for its graduates. “Students are smart about the value proposition of their education,” he says.
Further, summer internships, always a source of potential hires for their law firms, have largely returned after being downsized or paused by the pandemic.
“We believe in building from the bottom,” says Monica Monday, managing partner at Roanoke-based law firm Gentry Locke Attorneys, which has about 70 attorneys in three Virginia offices. “Even in 2020, we had four summer associates,” she says, and two of them are now attorneys at Gentry Locke.
As the supply of new lawyers begins to ramp up again, the current imbalance between work and workers in the legal profession is unlikely to last more than a couple more years. The pendulum always swings back. In the interim, though, for many lawyers, the catbird seat can be a mighty sweet perch.
South Hill merchants figured out ways to keep business going during the height of the COVID-19 pandemic, introducing Facebook Live videos from downtown stores that helped people shop from home, then pick up their treasures curbside.
Sometimes featuring a rescue dog named Duncan, the videos have continued even as restrictions are rolled back. Now, the town in Mecklenburg County has received extra help from a $50,000 “Welcome Back to Business” grant the South Hill Chamber of Commerce received in October 2021 from the Virginia Department of Housing and Community Development.
With the grant, the chamber is supporting 30 local businesses with façade improvements, mentoring and technical assistance to help owners navigate digital platforms.
“We have a wealth of talent and possibilities in South Hill, and we can help maximize that wealth to benefit businesses and ultimately the community at large,” says Shannon Lambert, the chamber’s executive director. “If people feel welcomed in the community, they’re going to stay in the community and keep their shopping dollars in the community.”
Mary Edmonds, owner of New 2 You Consignment Boutique, had new windows put in with the grant, as well as a new awning and sign that swings over her door. “I designed it — the top of it is a clothes hanger,” she says. “I’ve gotten more businesses complimenting me on that.”
Edmonds says that now that people are returning to town, some new businesses are emerging, including a brewery and a Starbucks. She and other business owners who belong to The Shops of South Hill group have begun telling customers about what other businesses are up to, in hopes of keeping people in town longer.
In short, “stay in town and shop around,” Edmonds says. “By doing that, you’re building a rapport. On Saturdays, we have a lot of out-of-town people.”
That sort of camaraderie is not unexpected in a town that rallied around small businesses during the worst days of the pandemic. Amid widespread shutdowns when people were reluctant to leave home, the South Hill chamber helped start up a temporary delivery service, staffed by volunteers, in order to keep local restaurants and small businesses operating.
“A lot of business owners grew up here,” says Mayor Dean Marion. “To be able to stay here, they have to create ways to attract people to our town and support businesses.”
In a city where tourism reigns, nothing could be more welcome than a post-pandemic world. And though we’re not quite there yet, Virginia Beach is licking its chops over the prospect of maskless visitors pouring into town.
The city, with fingers crossed in hopes that new coronavirus variants don’t arrive before the tourists do, is preparing for a summer like no other. In fact, last year was no slouch — even with COVID-19 still haunting travelers.
“It’s important to note that tourism was as strong in Virginia Beach as it could be during the pandemic,” says Taylor Adams, Virginia Beach’s deputy city manager and director of economic development. “Last year set records for hotel revenue, we think largely from pent-up demand from the two previous seasons. We anticipate this will be another strong season. We’re especially excited about the return of international tourism, particularly from Canada.”
Hampton Roads is aiming to become an East Coast hub for the burgeoning U.S. offshore wind industry, says Matt Smith with the Hampton Roads Alliance. Photo by Mark Rhodes
Tourism is considered a top driver in the Virginia Beach economy, employing more than 15,000 people with an impact of $1.42 billion in 2020, the latest figures available from the Virginia Tourism Corp. (See related story.) While city officials acknowledge that military spending might have a greater economic impact — they say it’s difficult to nail down exact figures — it’s a relative rock with little fluctuation. But tourism can grow or shrink due to a variety of factors: weather, gas prices, even a disruptive virus.
The best investment portfolio is diversified, though, and Virginia Beach officials have been working to balance the city’s economy. While tourism and defense are clearly the city’s two blue chips, its No. 3 industry might be a surprise: the quiet workhorse of agriculture ($134 million).
“I’m not sure who started referring to the three-legged stool in Virginia Beach, but I have great pride that in the most populous city in Virginia, agriculture is one of those legs that holds the city up,” says Roy D. Flanagan III, Virginia Cooperative Extension’s agriculture and natural resources extension agent for Virginia Beach.
With roughly 450,000 residents, Virginia Beach has — by far — the most residents of any city in the state. Its 23,000 acres of agriculture, largely grouped in the city’s southern area, have traditionally been devoted mostly to grain — corn, wheat and soybeans. There’s also considerable horse territory in the city, as well as hog production.
“Agriculture is really a part of the culture of the city,” says Adams. “We believe traditional uses will continue to be strong, but we’re really excited about the expansion of hydroponic farming, vertical farming, into Virginia Beach. And we’re finding that we’re becoming a destination as well for the life sciences and for biological engineering.”
By wind and by sea
The city’s bid for economic diversification includes wooing renewable energy and high-tech businesses.
The $9.8 billion Coastal Virginia Offshore Wind project calls for Dominion Energy Inc. to construct 176 turbines 27 miles off the city’s coast. Scheduled to begin operating in 2026, it’s projected to be the largest offshore wind farm in the United States, generating enough renewable energy to power 660,000 homes.
The project received a boost in October 2021 when Siemens Gamesa Renewable Energy S.A., a Spanish wind turbine company, committed $200 million for an offshore-wind blade factory at a marine terminal in neighboring Portsmouth. That facility aims to produce blades for 100 turbines a year — including the 176 for Dominion’s offshore wind farm. The giant turbines are more than 800 feet tall — considerably taller than the 555-foot-tall Washington Monument.
“Siemens Gamesa, that was the big domino to fall, one of the world’s most preeminent offshore wind companies selecting Hampton Roads,” says Matt Smith, director of offshore wind business development for the Hampton Roads Alliance, the regional economic development organization. “We’re trying to attract companies that can make investments and employ Virginia workers so we can become one of the hubs of the industry.”
While tourism has remained strong in Virginia Beach amid the pandemic, the return of international tourists is expected to help boost the summer season, says the city’s economic development director, Taylor Adams. Photo by Mark Rhodes
The wind farm will require a specialized workforce. Many of those skills are already found among the region’s shipyard workers, but to ramp up the number of qualified workers, the state has created wind-power training programs at several institutions, including the Centura College location in Virginia Beach, and the city is investing $1 million in a similar program at Tidewater Community College.
Smith says the massive offshore wind farm’s job impact will be considerable: around 900 workers for the construction phase, then 1,100 for the farm’s operation and maintenance. Plans call for adding more wind farms in the area, he adds, and analysts project these could create between 5,000 and 6,000 additional jobs.
Virginia Beach’s push to become an East Coast tech hub also includes a mushrooming subsea cable operation in the city’s southeast corner. Three of the world’s fastest data transmission cables land at Telxius’ 25,000-square-foot campus in the Corporate Landing Business Park.
The data cables connect Virginia Beach to Spain, Brazil, Puerto Rico and France. City officials are hoping that as many as 15 more cables will eventually join the party. Canada-based PointOne Development Corp. is building a 40,000-square-foot data center in the business park. Construction on the network access point was paused during the pandemic, but Colin Clish, chief operating officer for PointOne, says it will resume this summer.
Small footprints, big impact
At 249 square miles, Virginia Beach is the state’s third-largest city in geographic size, behind only Suffolk and Chesapeake. A tiny fraction of that real estate — just 77 acres, or less than 1/10th of a square mile — could have an oversized impact on the city’s future.
Three well-known strategic parcels have been in the spotlight for years. All three finally could be on the verge of being reborn: Pembroke Mall, the Dome site and Rudee Loop.
When it opened in 1966, Pembroke was the first shopping center of its kind in the Hampton Roads region — an enclosed mall with more than 20 stores. Since then, it has ridden the typical mall roller coaster of revolving anchors, facelifts and reinventions.
Situated on a 54-acre plot near the city’s geographic center, across Virginia Beach Boulevard from the bustling Town Center complex, Pembroke Mall is destined for a major transformation. Its owner, the Virginia Beach-based Pembroke Realty Group, has proposed a $200 million makeover of the mall into a mixed-use property.
“Malls in general should be renovated every eight to 10 years,” says Pembroke Realty Group President Ramsay Smith. “I did the one here in 2003. When I got here in 2001, it had red brick floors — red brick!”
“Malls … should be renovated every eight to 10 years,” says Ramsay Smith, president of Pembroke Realty Group, which is undertaking a $200 million makeover of Pembroke Mall. Photo by Mark Rhodes
The mall’s new mixed-use plans call for a blend of residential and commercial development. New construction would include a 153-unit senior living facility, a 324-unit apartment building, a 14-story hotel and a public parking garage. The center of the current mall would be demolished but two anchor stores, Kohl’s and Target, would remain, along with several other existing retailers.
The mall redevelopment project’s first phase would be the senior living rental community, with groundbreaking planned for July and the project scheduled for completion by early 2024. The seven-story building will feature 121 independent living units, but also have some assisted living and memory units.
Next will come the apartment building and hotel, with construction to start in early 2023 and both scheduled to open for business around the end of 2024. Smith says a later phase is also planned: a pair of 18- and 22-story office buildings.
Rudee awakening
For decades, one of Virginia Beach’s most challenging tasks has been what to do with the Dome site. Built in 1958, the former concert venue hosted legendary performers such as the Rolling Stones and Jimi Hendrix before its 1994 demolition. For the past three decades, it has been a parking lot and the subject of countless development proposals.
The latest idea could be the one that finally brings life back to the 10-acre site a block off the Oceanfront between 18th and 20th streets. Grammy-winning music icon and Virginia Beach native Pharrell Williams is partnering with Virginia Beach-based Venture Realty Group on a $325 million public-private partnership to build Atlantic Park, an entertainment and surf park complex, on the site. The centerpiece of the plan is a surf pool that would generate 1,000 waves an hour. The proposal also includes a 3,500-seat concert hall, apartments and retail space.
Virginia Beach has repeatedly bought additional parcels for the project and has seen its stake in the deal rise. Originally approved by City Council in 2021, the project was supposed to break ground during the first quarter of 2022, but supply chain issues and rising construction costs interfered. City Council agreed late last year to extend the developers’ deadline for finalizing financing to June 1.
Mike Culpepper, a managing partner with Venture Realty, says the company won’t comment on the project. Nevertheless, Adams, with city economic development, says a deal is close: “We’re staring at the finish line.”
Another undeveloped 11-acre parcel a few blocks south of the proposed Atlantic Park site is also attractive — and more up in the air. Rudee Loop sits on the southern tip of the Virginia Beach Oceanfront that ends at Rudee Inlet, separating the tourism strand from residential Croatan Beach.
A prime piece of real estate, Rudee Loop has been in flux for almost two decades, ever since the city purchased the once-legendary Lighthouse Restaurant that overlooked the Atlantic Ocean. Before that, the city had been buying up pieces of Rudee Loop for years, with initial intentions for the property to be developed commercially.
Music superstar and Virginia Beach native Pharrell Williams is partnering with Venture Realty Group on the proposed $325 million Atlantic Park entertainment and surf complex. Rendering courtesy Venture Realty Group
A variety of proposals have been floated for the spot, including two from NFL Hall of Famer Bruce Smith, a Norfolk native who was also a star football player for Virginia Tech. The city has held numerous public forums, and its latest plan in 2019, which called for a mix of open space and commercial development, caused such a furor that a “Save Rudee Loop” movement was formed.
A contentious battle ensued over what to do with the property: Should it be for commercial use or dedicated as green space? Public sentiment quickly shifted against private development. An online poll came out strongly against a hotel, restaurants or the like. Instead, the poll showed support for recreational amenities such as a skate park and public art.
The city is hoping to decide soon which way to go. Adams declined to say much about the status of the project but adds that he’s trying to gauge what interest there might be in the market for developing the site.
On the other end of the spectrum, Virginia Beach is trying to awaken the potential of a sleeping giant: Naval Air Station Oceana. The sprawling air base sits on nearly 7,000 acres, and while it’s already a strong driver of the economy, it also taunts developers with its empty fields buffering the airstrips.
The Virginia Beach Development Authority has begun working with the Navy on exploring partnership opportunities. Adams says that in March, the two sides agreed to their first work order for a specific, though undisclosed, plot of land.
“We think that some of these parcels are of appropriate size and location for industrial and distribution uses,” Adams says.
In April, the development authority and NAS Oceana took another step forward by hosting Future Base Design Industry Day, in which the two groups gave presentations focused on development possibilities for Oceana’s former horse stables, a 113-acre plot less than a mile from the Oceanfront.
With more than $25 million, nearly all taxpayer money, a collaborative partnership of government, business and nonprofit organizations plans to build an accelerator for biotech startups in the Roanoke Valley.
Supporters say the initiative will create 250 jobs through 25 new startups over five years, generating $20 million in annual salaries as 30,000 square feet of former Carilion Clinic pediatrics space (the location has not yet been made public) is transformed into labs, innovation studios and office space.
Virginia Tech’s Corporate Research Center announced last December it is adding a 2,500-square-foot pilot lab space in Blacksburg. Supporters say that over five years those labs will create 125 jobs, with an average salary of $80,000.
Through cash, property, studies and programming, partners plan to contribute about $10 million to the Roanoke project, and the coalition is seeking about $15.7 million from the state. As of early April, the funding was included in the yet-to-be-passed state budget.
“It’s important to the city of Roanoke, to the Corporate Research Center, to move forward with new life science programs — and for the economy,” says state Sen. John Edwards, D-Roanoke.
It’s all about keeping companies and talent in the region, says Erin Burcham, executive director of the Roanoke-Blacksburg Technology Council.
“We’ve worked so hard to lay the foundation for biotech from an educational stance,” Burcham says. Virginia Western Community College, Radford University, Virginia Tech and the Fralin Biomedical Research Institute at VTC are churning out graduates with biotech skills, Burcham says, and some of these alumni are building companies that can’t find the facilities they need to grow.
“This project is all about the next step in the pipeline of our whole biotech ecosystem,” says Brett Malone, president and CEO of Virginia Tech’s Corporate Research Center. Malone’s three biotech startups depended on subleasing lab space from companies at the CRC.
Malone also worked in Johnson & Johnson’s JLabs, which offers resources and mentoring to health care-related startups and will be part of the projects.
“This gives opportunity for all this amazing talent we’re training in the region to stay,” Burcham says.
It’s vital to diversifying the region’s economy, she adds, and it’s not going to happen without help. “To start up a commercialized biotech company is really expensive. It’s just pretty much impossible unless they have somebody backing them up with a lot of capital.”
Earlier this year, Kwabena Konadu received a call from one of the small businesses he advises on IT and cybersecurity.
The company’s chief financial officer had received an email from a purported ethical hacker — cyberspeak for “good guy” — who had found the official’s username and password for accessing company data on the dark web, says Konadu, who has a side business as a cybersecurity consultant in addition to his duties as chair of Northern Virginia Community College (NOVA)’s cybersecurity and cloud computing program.
Konadu traced his client’s breach to a phishing campaign. The executive had received an email that looked like a legitimate request from a bank. Clicking a link in the email prompted a request for a Microsoft 365 login.
“Unfortunately, the CFO clicked on the link and supplied their username and password,” Konadu says. “The same password was being used to log into company financial systems, email and critical resources.”
Konadu has been spending time with the company’s executive team going through the compromised account to determine what sensitive information might have been accessed. So far, he says, the company appears to have gotten through the incident with minimal damage, but Konadu sees the incident as a cautionary tale.
From weak passwords to vulnerable backups to logins that can still be accessed by former employees, many businesses are crawling with access points waiting to be exploited by cybercriminals.
Ransomware — a form of malware that locks down a computer system until a sum of money is paid — has increased in recent years, according to industry and law enforcement experts.
The FBI’s Internet Crime Complaint Center received nearly 850,000 complaints of U.S. cybercrimes in 2021 — a 7% increase from 2020 — resulting in more than $6.9 billion in losses to victims.
But many cybercrimes go unreported, and private sector numbers paint a far worse picture. Cybersecurity firm SonicWall reports that its researchers recorded 623.3 million ransomware attacks worldwide in 2021 — a 105% increase from 2020.
Cybersecurity Ventures, publisher of Cybercrime Magazine, last year projected that cybercrime would cost victims $265 billion by 2031. This steep growth rate — the firm pegged 2015 losses at $325 million — is fueled by increasingly sophisticated methods used by cybercrime operators, many of which mirror the legitimate business world. Just as software as a service is a highly successful legitimate business model, “ransomware as a service” (RaaS) is helping even small-time bad actors scale up their operations.
Palo Alto Networks credited RaaS with helping to fuel a 78% increase in the average ransom payment to cyberextortionists in 2021 — $541,010. The cybersecurity firm’s study found that nearly 60% of victims reported taking more than one month to recover from an attack.
Closer to home, the Virginia Information Technologies Agency (VITA), the state government’s IT arm, reported that state agencies experienced more than 66 million attempted cyberattacks in 2020, with VITA blocking more than 50,000 pieces of malware.
The Virginia legislature’s Division of Legislative Automated Systems was hit by a ransomware attack in December 2021, cutting lawmakers off from critical bill-filing and management functions just one month before the start of the 2022 General Assembly session. That same month, the state Department of Behavioral Health and Developmental Services experienced a ransomware attack that shut down its payroll system.
Kwabena Konadu, chair of Northern Virginia Community College’s cybersecurity and cloud computing program, also works as a consultant. He’s been aiding a company whose chief financial officer clicked on a phishing email; the CFO’s login info ended up on the dark web. Photo by Will Schermerhorn
Figures for 2021 are still being compiled, says VITA spokesperson Stephanie Benson, but “in general, threats have continued to increase in volume and complexity over time.”
Public awareness of the threat is growing, especially after the high-profile May 2021 Colonial Pipeline ransomware attack made a tangible impact on people’s daily lives, causing fuel shortages in 17 states from Texas to New York.
Cybersecurity experts say that for every headline-grabbing attack, there are hundreds of breaches of smaller organizations that can cause considerable damages and headaches for the businesses and their workers, customers and suppliers.
The names and Social Security numbers of some of Fairfax County Public Schools’ employees and students were released on the dark web in 2020 after a ransomware attack on the school system. The school system offered credit monitoring and identity restoration services to staffers as part of its response to an attack that hit amid pandemic-driven virtual learning.
Richmond-based OrthoVirginia — an orthopedic medical practice with 32 locations around the state — reported a cyberattack last year that disrupted its phone and communications systems. Staff found workarounds such as using social media to maintain contact with patients. The practice said it was not aware of any patient or employee information being compromised.
Health care organizations have been a popular target for cybercriminals. The Wall Street Journal reported in March that a criminal group with connections to Russian intelligence agencies planned a coordinated attack to cripple U.S. hospital emergency rooms at the height of the pandemic in 2020.
For a cybercriminal, targets are everywhere, and no individual or business should consider themselves too small to be impacted, says Babur Kohy, who teaches cybersecurity courses at NOVA and runs cyber research organization CyTalks.
“Everyone is compromised, whether we know it or not,” says Kohy. “Detection is the new prevention.”
Hostile nation-states can mount cyberattacks to conduct “devastating asymmetric warfare” on critical infrastructure, says Adam Lee, Dominion Energy’s chief security officer and a former FBI special agent in charge of the bureau’s Richmond Division. Photo courtesy Dominion Energy Inc.
Russian threat escalates
Following Russia’s invasion of Ukraine in late February, the Biden administration and federal agencies urged businesses, individuals and critical infrastructure operators to take immediate steps to lock down their networks, as intelligence agencies have seen evidence that the Russian government has been exploring options for retaliatory cyberattacks against the U.S. and NATO member nations.
“The more Putin’s back is against the wall, the greater the severity of the tactics he may employ,” President Joe Biden said during a March 21 appearance at the Business Roundtable’s CEO Quarterly Meeting in Washington, D.C. “One of the tools he’s most likely to use … is cyberattacks. … The magnitude of Russia’s cyber capacity is fairly consequential, and it’s coming.”
In April, the FBI, the NSA, the Department of Energy and the Cybersecurity and Infrastructure Security Agency released a joint federal advisory warning companies about the existence of a new malware suite designed to attack industrial control systems that run electric and water utilities, oil refineries and factories. Federal officials said the toolkit was developed by a state-sponsored hacker group but would not state which nation was behind it. Cybersecurity experts said the toolkit is most likely Russian and apparently was intended to target liquefied natural gas production facilities.
Regardless of industry or whether they’re located in Northern Virginia or hours away from the Beltway, Virginia companies are heeding the federal warnings.
“The technology available to hostile actors has evolved, and the reality of nation-states leveraging it to conduct devastating asymmetric warfare is more clear than ever,” says Adam Lee, vice president and chief security officer for Richmond-based Fortune 500 utility Dominion Energy Inc. “Critical infrastructure in Ukraine was impacted by major cyberattacks in 2015 and 2016, and government sources tell us similar attacks are underway in the current Russia-Ukraine conflict. Dominion Energy partners with federal and state agencies to share information, improve our cyber defenses and ensure attacks like the ones in Ukraine won’t happen here.”
Now is a time for all businesses to be extra vigilant, says Virginia Tech cybersecurity professor Luiz DaSilva, director of the Commonwealth Cyber Initiative, an organization coordinating higher education cybersecurity research efforts in Virginia.
“We already are seeing supply-chain disruptions and increased gas prices. Cyber-criminals could take advantage of this very delicate time that we are going through right now to launch major cyberattacks,” DaSilva says.
Companies that operate in industries most affected by the sanctions the U.S. and other countries have placed on Russia are perhaps the most obvious potential targets of attacks, says Luke McNamara, a principal analyst with Mandiant, a Reston-based cybersecurity firm that entered into an agreement in March to be purchased by Google for $5.4 billion.
“Certainly, energy and financial services but media and entertainment and transportation are also sectors that, because of historical patterns of targeting and where these sanctions are landing, would be a little more at risk,” he says.
But McNamara says the fact that so many businesses from different parts of the economy are depending on the same major companies for software and cloud-based services means there may be no such thing as an unlikely victim.
For instance, the 2020 SolarWinds attack impacted more than 18,000 customers of the IT management software company after Russian state-sponsored hackers installed malicious code in a widely issued software update. Victims ranged from the U.S. departments of Defense and Homeland Security to technology giants such as Microsoft Corp., Intel Corp. and Cisco Systems Inc. to hospitals, local governments and schools.
“It’s very important for organizations to think about, even if you are a smaller organization, where do you fit within the ecosystem?” McNamara says. “If there are certain sectors that may be more at risk right now, how does that risk translate to you and your specific business?”
Cybercrimes evolve “at the speed of light,” with new approaches emerging all the time, says Sharon Nelson, president of Fairfax-based cybersecurity company Sensei Enterprises. Photo by Will Schermerhorn
An interconnected world
Thinking about cybersecurity beyond the walls of your own business is an important mindset, says Bobby Turnage Jr., an attorney who leads the cybersecurity and technology team at Richmond-based Sands Anderson PC. Businesses also need to consider the security of vendors that have access to their systems or data, he says.
“Depending on your circumstances, you might have to provide notification to impacted individuals” in the event of a data breach, he says. “You also might have to — or decide to — provide identity theft and credit monitoring services” due to the compromise.
Requirements to notify authorities of a cyberattack are receiving increased attention from regulators.
In recent months, the U.S. Securities and Exchange Commission has proposed tighter cybersecurity reporting rules for public companies and investment advisers and funds.
Federal budget legislation signed by President Biden in March includes a new requirement for critical infrastructure operators to report cyber incidents to the Department of Homeland Security within 72 hours, and to report ransom payments within 24 hours. The directive covers public and private owners of utilities, health care facilities, critical manufacturing, communications and many other industries.
“We don’t want to hold the company [that reports an attack] accountable. We do want to go after the malware actors,” U.S. Sen. Mark Warner, D-Virginia, told an audience at the Center for Strategic and International Studies in March as he spoke about the new legislation. “This is a giant, giant step forward.”
Only about 30% of cyberattacks on the private sector are currently being reported to the government, Warner said. More information sharing can allow the government to better communicate potential threats to infrastructure owners.
This kind of communication is ongoing, says Lee of Dominion Energy.
“The FBI, Department of Homeland Security, Department of Energy, and even the TSA for our natural gas business, have worked with us to help us understand the threats we face and to provide us with the latest threat intelligence — even to highly classified levels — to stay ahead of sophisticated attackers,” he says.
In Virginia, he says, the Youngkin administration has promoted constant communication between Dominion and the Virginia National Guard, state agencies and members of the governor’s team to better protect the electric grid.
Employees on the front lines
NOVA’s Kohy says it’s helpful to remember that cybercrime is ultimately a human enterprise.
“Technology is used as an enabler,” he says.
Most breaches rely on an employee clicking a link, sharing a password, keeping sensitive information in a vulnerable place, or failing to set up safety nets such as multifactor authentication.
And cybercriminals are getting progressively better at exploiting these weaknesses, says Sharon Nelson, president of Fairfax-based cybersecurity firm Sensei Enterprises Inc.
“This moves at the speed of light,” she says. “You wake up and there is something new out there every single day that you haven’t seen before.”
Nelson and Sensei Vice President John Simek say criminals are increasingly using social engineering to gain victims’ trust and get them to turn over sensitive information. For example, a bad actor may do research to discover who a company’s IT services provider is, then call that person and claim they’re with that company and need login credentials.
In addition to email, criminals may use texting or other means of communications to try to breach systems. While automated filters are important and can help, they don’t block everything. That means frequent employee training on how to recognize malicious actors is an essential piece of any cybersecurity plan, says Chris Moschella, risk advisory services senior manager with Keiter, a Richmond-based accounting firm that performs IT audits and cybersecurity services.
“Employees need to really change their thinking and need to think of themselves as part of the security apparatus within a business, and not just a consumer of the security apparatus,” he says.
Cyberthreats “are not going away,” says Luke McNamara with Reston-based cybersecurity firm Mandiant. Several industries are at higher risk, he says, including energy, financial services, media and transportation. Photo by Will Schermerhorn
Simple actions are important
But there’s even more low-hanging fruit that those who work in the field say businesses of all sizes should think about when assessing their security.
Simek says he’s yet to work with a company that doesn’t have old administrative accounts left active after former employees have left the company. A 2022 survey by software provider Beyond Identity found that 83% of employees admitted to maintaining access to accounts from a previous employer.
As employees work in an increasingly hybrid world, accessing company networks from home, work and locations such as coffee shops, cybersecurity experts emphasize that multifactor authentication — a process requiring an individual to receive a unique code via text or email to access an account — is a must, despite the inconvenience of extra sign-in steps.
“It’s not just for businesses but for everybody, even in your personal and daily life,” Simek says. “Multifactor authentication will stop the vast majority of compromises, even if they get your password.”
Backups can be an important defense against ransomware, but Moschella points out that many businesses fail to secure them. “The thing people miss is that ransomware does spread to backups,” he says. “It’s good to have a recent backup that is not persistently connected to the network.”
While the list of potential vulnerabilities facing a company can seem overwhelming, Turnage encourages businesses to start by looking at the security threats and vulnerabilities that are applicable to them, and to then prioritize security adjustments in light of available resources and associated risks.
Making data security a priority from the board and executive levels down should be a necessity for all businesses going forward, Turnage and other experts say.
“The cyberthreats that we face are not going away,” says Mandiant’s McNamara. “It really is a marathon.”
Best cyber practices
In a national survey of 600 business leaders released in March by New Jersey-based Provident Bank, just 50.17% of respondents said their businesses were fully prepared for cyberattacks, and 50.64% said that cyberattacks are something they worry about daily. Here are some suggestions to fortify your workplace against cybercrimes:
Make sure your business is installing software updates on a regular basis, as the vulnerabilities these updates fix are a popular door for criminals to get into a system.
Require strong passwords (15 characters or more, with a mix of numbers, letters and symbols) and multifactor authentication on all company accounts.
The Internet of Things (IoT) and operational technology, including everything from connected HVAC systems to security systems and smart locks, are increasingly being exploited by cybercriminals. A common weakness is failure to reset the factory password on connected devices.
Keep multiple backups of your data, and make sure at least one of those backups is disconnected from your network at any given time. Test your backups regularly to be sure you’ll be able to restore your data.
Take the time to create an incident response plan for cyberbreaches. The faster your team can start responding, the more likely you’ll be able to contain the damage.
Consider using geo-blocking as a way to limit the range of countries that can communicate with your corporate network. This can prevent employees from downloading harmful attachments based on overseas servers.
The federal Cybersecurity and Infrastructure Security Agency (CISA) provides many free resources for businesses, including evaluation tools and best practices that can help businesses start to understand their cybersecurity needs. Find them at cisa.gov/uscert/resources/business.
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