Kathryn Falk’s interest in politics led to her career in telecommunications.
After working as a congressional aide, she saw women entering the cable broadband industry and realized she, too, wanted to join.
“The industry is so unique because it’s not a utility. I mean, we think of it as a utility today, [but] it was all built with private capital,” Falk says. “So, it was a very entrepreneurial business. And because of that, and just the way it started up, there were great opportunities for women to really make their mark.”
In her 30-year-plus career, Falk has served as president of the Virginia Cable Telecommunications Association and director of congressional and public relations for the National Association of Regulatory Utility Commissioners. Falk also served on the board for The WICT (Women in Cable and Telecom) Network’s Washington, D.C./Baltimore chapter. It was there that she fostered a mentorship program — connecting women at different points in their careers.
Being in the roles of mentor and mentee, she has benefited from the different generational experiences of women in the workforce and says one of the biggest lessons she’s learned in her career is “the importance of women supporting each other.”
Another career lesson, she adds, is that women should get involved in outside organizations. “So, raise your hand to take on that additional responsibility for being a committee member or getting involved in your chamber of commerce.”
The U.S. inflation rate, which reached 8.6% in May, is at its highest point in 40 years. In 1982, it was just over 6%. Since then, the U.S. inflation rate has hovered mostly in the 2% to 4% range.
The inflation rate is determined by changes in the cost of a fixed basket of 80,000 goods and services that Americans use in their everyday lives. These include food and housing, furniture, medical costs, gasoline and other energy expenses. All are combined into a single measure, weighted on the basis of how much of each item a typical family consumes. Items are added and subtracted over time based on changes in consumption patterns. If that sounds complex, it’s because it is. For simplification, the one item most often referred to is the price of gasoline at the pump.
In 1982, the average U.S. cost per gallon of gasoline was just $1.22. For reference, the U.S. prime rate at that time was a whopping 13%.
Consumer gas prices remained relatively stable over the next 20 years, until they began a steady climb in the early 2000s, peaking at $4.14 per gallon in 2008 during the Great Recession. There was a steep drop in late 2008 to $1.75, followed by a gradual rise back to $3.96 in 2012 and then a steady decline to $1.87 in 2016. At the beginning of this year, gas prices started around $3.40. They’ve since risen sharply to a national average of $5.01, as of June 15, according to the American Automobile Association (AAA).
While it is tempting to think that gas prices have something to do with inflation, interest rates or maybe even who’s occupying the White House, it’s really none of those things. Oil is a global commodity; supply disruptions due to war and production quotas negotiated between oil-producing countries have a much greater impact than anything happening in the U.S.
Five or more dollars a gallon sounds high, but it’s a bargain compared with the rest of the world. All countries have access to the same global petroleum market, but different taxes and subsidies lead to different costs at the pump.
In general, wealthy countries pay higher prices for gas, and poorer countries, along with those who export oil, pay less. With an advanced economy but relatively low gas prices, the United States is a notable exception to this rule. Current gas prices in most of Western Europe are as much as 103% higher than in the U.S., ranging from around $7.65 (Germany) to $10.22 (Norway) per gallon.
Within the U.S., prices differ state by state. In mid-June, Georgia had the lowest price per gallon at $4.50. California’s price was highest at $6.44. Virginia’s $4.87 price was below the $5.01 national average.
While politically popular, below-average gas prices do come with unintended consequences.
The U.S. lags behind the rest of the world in the development of alternative energy. Carbon emissions have led to climate change, increased storm activity, wildfires and sea-level rise.
The consensus in the scientific community is that climate change is moving past the tipping point and causing catastrophic damage that will be difficult or impossible to reverse. Some may choose to ignore science or promulgate different viewpoints, but they do so at their own peril, as well as to the detriment of others.
Low gasoline and oil prices are a subsidy that undermines the development of alternative energy production. Let’s face it: Virginia isn’t Texas; we’ll never be an oil-producing state. (The General Assembly banned coastal oil and gas drilling in 2020.) A revival of coal mining also will not happen. Even if it could, it wouldn’t create jobs. Mining technology has totally changed. Virginia’s energy mix is dominated by natural gas and nuclear. We need more of both, but the development of new capacity is hampered by low prices for power sources that produce higher carbon emissions.
On the other hand, there is offshore wind. In the U.S., Virginia is working to be at the forefront of this developing industry. Other nations with higher gas and oil prices are already decades ahead.
For over 100 years, a federal law known as the Jones Act has specified that cargo carried between U.S. ports must be on ships that are U.S.-owned, U.S.-built and U.S.-crewed. That is why Dominion Energy Inc. is spending $500 million to build its own vessel to install the 176 turbines for its $9.8 billion wind farm off the Virginia Beach coast.
Offshore wind development will not only create jobs, but it will also drive growth for Virginia’s ports and maritime industry.
Though politically popular, low gas and oil prices are stifling the growth of noncarbonalternatives. The U.S. needs to step up. Virginiahas competitive advantages in this area. That’s good for the commonwealth. Given climate change, this should be viewed as both an opportunity and an obligation
The top trending major business stories on VirginiaBusiness.com from May 13 to June 14 were led by the news that one of the three Frank Lloyd Wright-designed homes in Virginia was put on the market.
1|Virginia Beach’s Frank Lloyd Wright house listed for sale
Completed in 1959, the 3,020-square-foot, semicircular home on Crystal Lake features floor-to-ceiling windows. (May 13)
2|34 Va. companies make 2022 Fortune 1000 list
Twenty-one Virginia companies made the Fortune 500, including Richmond-based convenience store holding company Arko Corp., which debuted on the elite list
this year at No. 498. (May 23)
Paul J. Wiedefeld and Joe Leader stepped down amid news that more than half
of the transit system’s 500 rail operators were lacking recertification. (May 16)
4|Virginia-built aircraft carriers get star turn in new ‘Top Gun’ flick
Shipbuilders at Newport News Shipbuilding were treated to early screenings
of “Top Gun: Maverick,” featuring the USS Abraham Lincoln and USS Theodore Roosevelt. (May 27)
5 |Norfolk planners OK temporary casino
The Pamunkey Indian Tribe plans to open the temporary casino at Harbor Park before opening the nearby $500 million HeadWaters Resort & Casino. (May 26)
The Virginia General Assembly returned to a familiar configuration in 2022, legislating with a Republican-majority House of Delegates and Democratic-controlled Virginia Senate for the seventh time since 2000.
But while the partisan split was old hat, much else about the session was new, taking place two years into the global COVID-19 pandemic and occurring after two years of Democratic control that brought progressive priorities to the Old Dominion.
The session also featured a new player: first-year Gov. Glenn Youngkin, a Republican businessman who had never served in elected office until his January inauguration.
From a business perspective, the partisan split’s not necessarily a bad thing, politicos say.
“As many lobbyists tell me, divided government tends to be a better construct for them as they try to help their associations and clients,” says Chris Saxman, a former Republican delegate and executive director of Virginia FREE. “There’s more competition from the parties, [and] competition is good. It draws out what are important issues, policies and sometimes demeanor when it comes to being successful.”
With CNBC naming Virginia its top state for business for the past two years, neither party was incentivized to make major changes that could negatively affect that unprecedented ranking.
Yet the legislative session’s relatively staid results belie the partisan acrimony that simmered in Richmond. Youngkin and House Republicans tried to reverse course after two years of Democratic control, but were stopped by Senate Democrats. At times, the partisan divide took a personal turn, as the parties clashed over the budget and confirmations at the Capitol, and in blunter terms on social media.
“We approached the session with an understanding that Democrats still controlled the Senate,” says House Speaker Todd Gilbert, a Republican from Shenandoah County. “We knew amending or reversing policies passed under complete Democratic control wouldn’t be likely.”
After the session, “I think the bottom line is, we’re roughly in the same place,” says Sen. John Bell, a Democrat from Loudoun County. “I think people from both sides want to keep that label as being business friendly. If we allow the extremes of either party to go through, we wouldn’t be. And that would be a major problem.”
While Virginia is familiar with a divided legislature, the gulf between parties appears deeper than at any time in modern history. Partisan politics have become even more polarized, while Donald Trump’s presidency and ongoing influence in the GOP have disrupted party alignments and priorities in ways still playing out now.
Youngkin swept into office last year on a wave of momentum from suburban voters motivated by battles over public school policies and curricula, as well as weariness with pandemic-driven mask mandates and other regulations. The former Carlyle Group co-CEO was sworn in on Jan. 15 and immediately signed 11 executive actions, including allowing parents to decide whether their children should wear masks in schools, attempting to withdraw the state from a regional carbon trading market and declaring Virginia “open for business.”
Six days later, Youngkin announced his package of legislative and budget priorities, including measures to eliminate the grocery tax and to create 20 charter schools across the state. On Feb. 7, his press office issued a news release, “Governor Youngkin Delivers on Promises, Day One Game Plan Bill Passes House of Delegates.”
That momentum proved to be a mirage, though, as the Virginia Senate soon became an insurmountable hurdle for much of Youngkin’s agenda.
Virginia Gov. Glenn Youngkin signed a bill banning mask mandates in public schools in Virginia during a Feb. 16 signing ceremony on the steps of the State Capitol. Photo by AP Images/Steve Helber
Some victories, some defeats
That’s not to say the governor didn’t have wins. The Senate backed a proposal by Sen. Siobhan Dunnavant, R-Henrico, to keep schools open five days a week for in-person instruction and to ensure a parental opt-out from school mask mandates.
“I promised that … Virginia would move forward with an agenda that empowers parents on the upbringing, education and care of their own children,” Youngkin said after the vote. “I am proud to continue to deliver on that promise.”
And, in budget negotiations, Youngkin’s platform to repeal grocery taxes was partially successful, with the 1.5% state portion eliminated but retaining the 1% tax for localities. Also, $100 million will go toward the College Partnership Laboratory Schools Fund to establish K-12 “lab schools,” public, nonsectarian institutions housed in colleges and universities.
But the Senate blocked many Republican initiatives, including a gas tax holiday, reversing an increase in the minimum wage and banning teaching of “inherently divisive concepts.” Meanwhile, the GOP took aim at “critical race theory,” an academic lens for examining how race is built into societal institutions that superintendents deny is taught in public schools, but typically used by partisans to encompass classroom instruction on racial issues and history.
The Democratic-controlled Senate also rejected former Trump administration Environmental Protection Agency head Andrew Wheeler to serve in Youngkin’s Cabinet as secretary of natural and historic resources, although Wheeler is serving as an adviser to the governor now. That set off an escalating feud as the Republican-led House then blocked 11 of outgoing Gov. Ralph Northam’s appointees to different boards and commissions, and the Senate then rejected all but one of Youngkin’s nominees to the parole board.
Amid the tension, Senate President Pro Tempore Louise Lucas, an eight-term Democratic senator from Portsmouth, became the face of Youngkin’s opposition on social media as she accrued more than 64,000 followers for her biting commentary on Twitter. In one memorable moment, she tweeted about a text message Youngkin sent her complimenting her for a speech that was instead made by another Black female senator, Mamie Locke, D-Hampton. The governor apologized, and Lucas and Locke later wore replicas of Youngkin’s signature red vest on the Senate floor.
All humor aside, “I want to give voice to what’s happening to us as voters,” Lucas says. “A lot of people got hoodwinked by him [Youngkin]. They didn’t know he had all these Trumpian policies.”
Youngkin made his own move to communicate more directly to voters, purchasing an ad during March Madness basketball games to pressure Democratic lawmakers to approve his budget priorities. Sen. Adam Ebbin, D-Alexandria, dismissed it as “a gimmick.” Youngkin later vetoed nine of Ebbin’s 10 bills that passed the legislature, apparently in retaliation for Ebbin’s role in blocking his nominees.
The governor won some legislative victories, including the passage of a bill to let parents opt their children out of reading assigned material with sexual content. But more often his accomplishments came from nonpartisan economic development announcements such as the recent decisions by Raytheon Technologies Corp. and The Boeing Co., the world’s second- and third-largest defense contractors, to relocate their global headquarters to Arlington.
“I’m pleased with what we got done in the House, but I do wish we had been able to get more through the Senate,” Gilbert says. “We had lots of good bills come out of the House just to die in Senate committees.”
Holding firm
Democrats view the session differently, noting that many of their signature accomplishments from the last two sessions remain intact.
“The firewall held,” Bell says. “One thing that was wise was that many of the partisan pieces of legislation from the House didn’t make it out of the House, and partisan legislation from the Senate didn’t make it out of the Senate. It’s a good thing that far reaches from right or left aren’t going to pass.”
Take the Virginia Clean Economy Act, a 2020 law that commits to decarbonize the state’s electric grid by 2050, ending the use of coal to generate power and incentivizing more solar and wind. Every House Republican voted in favor of a bill to roll back the law, but the repeal attempt was swiftly killed in a Senate subcommittee.
“A wise thing I’ve learned, often stated by people of both parties, is that when new legislation is passed, give it a couple of years until you make any changes,” Bell says. “Most of this legislation, the ink is pretty wet.”
The General Assembly, however, “nibbled around the edges” on energy policy, says House Majority Leader Del. Terry Kilgore of Scott County. That included passage of a bill to remove power from citizen air and water control boards, after the former blocked permitting for a compressor station on a Mountain Valley Pipeline extension.
Youngkin also vowed to withdraw Virginia from the Regional Greenhouse Gas Initiative, an 11-state carbon market to cap and reduce greenhouse emissions in the power sector. He wasn’t able to do so immediately by executive order because Virginia’s membership was enacted by the seven-member citizen state air pollution control board. However, he has appointed two new members — former electric cooperative executives — to the board, which can then fulfill his edict.
The General Assembly failed to pass a two-year budget until June, when lawmakers finally approved a compromise that increased the standard tax deduction for individuals and joint filers without doubling it, as Republicans had called for. The budget also included $1.25 billion for school construction and modernization, and $159 million for the Virginia Economic Development Partnership to develop more “megasites” of the type that have been targeted by auto manufacturers who’ve recently announced new factories in Georgia, Kentucky, North Carolina and Tennessee — but not Virginia.
Democrats also used the extended session to elect a new House minority leader, Del. Don Scott Jr. of Portsmouth, after ousting Del. Eileen Filler-Corn in April. Filler-Corn served as Virginia’s first female and Jewish speaker when Democrats held the chamber in 2020 and 2021.
Virginia lawmakers frequently have needed extra time to resolve budget impasses beyond the end of the regular session, a problem for businesses as well as localities waiting to set their own budgets.
“It’s become something of a tradition that needs to be broken, because it sends a signal to everyone in Virginia that deadlines don’t matter, when in fact they do,” Saxman says. “The business community grows increasingly uncomfortable with both parties when they can’t resolve what are frankly in the business world easily resolvable issues.”
Football fumbles
As of early June, there was still no resolution on a bill to award a state subsidy to attract the NFL’s Washington Commanders to build a stadium in Virginia. Early in the session, subsidy estimates ran as high as $1 billion, but through the spring fell to $350 million as headlines about an allegedly hostile work culture continued to plague owner Daniel Snyder. Key Democrats and Republicans supported the proposal, but it ultimately failed to come up for a vote — largely from concern about going into business with a troubled organization.
The Ashburn-based football team and its ownership have been under investigation for allegations of sexual harassment and workplace misconduct, and Virginia Attorney General Jason Miyares announced in April that his office was investigating allegations the franchise engaged in financial improprieties.
“There are many, many studies that show that jurisdictions that are very generous to football teams do not recoup an effective return on their investment,” says Stephen Farnsworth, a political scientist at the University of Mary Washington. “This seems doubly true in the case of a legally-challenged and performance-challenged football franchise.”
In late May, the Commanders acquired the right to purchase 200 acres in Prince William County that drove speculation about its plans. The team also was considering other sites in Prince William County and Loudoun County, as well as its current site in Landover, Maryland.
The state legislature also got involved in what had been a municipal matter: Richmond’s casino referendum. After city voters rejected the proposed $565 million casino developed by media company Urban One Inc. in November 2021, Richmond Mayor Levar Stoney, several City Council members and Urban One quickly regrouped and launched a plan for a second referendum vote in November, approved in March by council and a circuit judge.
Meanwhile, state Sen. Joe Morrissey, a Democrat who represents parts of Richmond and Petersburg, had already started efforts to move the project to Petersburg. His bill to get a referendum on Petersburg’s ballot this year failed, but he prevented Richmond from placing a second referendum on ballots until November 2023 via a budget amendment.
As of early June, Richmond and Urban One officials say they are examining their legal options.
Also in the air is regulating the retail market for marijuana, which Democrats legalized in 2021 without establishing a commercial structure. The Senate passed a bill to complete that work in 2022, but the House rejected it. However, retail sales of synthetic THC products like Delta-8 — which some Democrats and Republicans attempted to outlaw — were approved, and lawmakers also approved misdemeanor penalties for people caught in public with more than four ounces of marijuana.
“Democrats let the genie of legalization out of the bottle, and I don’t think there’s any going back from that,” says Gilbert, a former prosecutor. “But I’m concerned about the idea of having marijuana stores popping up in Virginia without regard to what’s being offered to consumers. We have a hard enough time keeping kids away from alcohol and tobacco, and some of these edible products that have come to market in Virginia look very enticing for kids.”
Lucas, who maintains an ownership stake in The Cannabis Outlet, a cannabis products store with branches in Norfolk and Portsmouth, says the legislature must deliver on its promise of a commercial cannabis market that includes social equity provisions for communities adversely affected by decades of marijuana criminalization.
“Polls show the majority of Virginians want to see marijuana legalized,” Lucas says. “African American and brown people have suffered the hardships of prohibition. How dare we have an industry this large leave out the folks who have suffered the most? We need to legalize recreational sales — I’m hoping by 2023, not 2024. Why are we penalizing people for things that would make them feel better and healthier?”
Saxman says it’s best that lawmakers take their time with a complex issue that affects not just retailers but other stakeholders, including insurers and the criminal justice system.
Others agree that complicated bills take time to find consensus — especially in a divided General Assembly.
“That shouldn’t surprise anyone,” Farnsworth says. “It’s a radical departure from the past. These are complicated issues and big changes. These are things that should take time.”
Before video conferencing existed, Jen Flinchum was a trailblazer for remote work.
Women made up a small portion of the professional accounting workforce in the 1990s, and she wanted to change that.
Flinchum joined Keiter CPAs, a certified public accounting firm, in 1999 and is now a partner specializing in tax planning and compliance. She was the third woman to reach senior leadership at Keiter.
Soon after she arrived, Flinchum advocated for Keiter to allow employees, especially parents, the flexibility to work from home. She also supported her staff who needed to shift to part-time work.
“I’d rather have part of a great employee’s time than none at all,” she says. “I helped staff, mainly women at that time, find solutions for their careers that fit each stage of life.”
Over the past two years, Flinchum has been pleased to see remote work become more common. She thinks it communicates to employees that the company cares about them.
“I really care about the success of my staff and my clients,” she says. “Not just from a tax standpoint, but from a life standpoint.”
Flinchum says her greatest accomplishment is building and maintaining long-term relationships.
“I take the time to really get to know people and have a genuine interest in what people are doing,” she says. “Relationships are everything.”
The U.S. Government Accountability Office issued a decision earlier this month denying a protest filed by Falls Church-based General Dynamics Information Technology Inc. over an $11.5 billion defense contract won by another Fortune 500 contractor, Reston-based Leidos Inc.
The Defense Information Systems Agency for Defense Enclave Services awarded Leidos the single-award, indefinite-delivery, indefinite-quantity contract with a four-year base period followed by three two-year option periods in February, the largest contract in the company’s history. Leidos will consolidate enterprise IT services for more than 370,000 users spanning 22 Department of Defense agencies and field activities with more than 500 sites in the U.S. and abroad.
GDIT, which had competed for the contract, protested the decision on March 10, and the GAO issued its denial June 15. On Monday the body posted a more detailed explanation of the protest and denial.
Among the challenges raised by GDIT were that the DISA failed to consider benefits of GDIT’s proposal and overlooked its strengths, and that because the contract did not detail staffing levels, Leidos’ approach cost less than GDIT’s estimate. GDIT also claimed that the agency’s questioning of the company over its proposal was not conducted fairly. Seven contractors submitted proposals, and Leidos and GDIT were the two finalists.
This month’s decision does not necessarily bring an end to the matter; GDIT could choose to file the case with the U.S. Court of Federal Claims.
GDIT’s protest raised a variety of challenges of the agency’s evaluation of proposals, conduct of discussions and resulting source selection decision.
The company did not return a request for comment.
Once the protest was filed, GAO had 100 days to issue a decision, and in this case, did so after about 95 days, which is not unusual for one this large. Last year, GAO reviewed between 1,800 and 2,000 protests, and the U.S. Court of Federal Claims sees about 130 of these kinds of cases each year.
“We are pleased the Government Accountability Office has affirmed the Defense Information Systems Agency’s award,” Leidos Defense Group President Gerry Fasano said in a statement. “Leidos is deeply committed to DISA’s critical mission, and never stopped preparing for the program’s success. Our robust and continuous preparation has positioned us to start delivering benefits to the user base on or ahead of the current planned schedule, and we look forward to leveraging our decades of technological expertise to support mission success.”
Chesapeake-based Fortune 500 discount retailer Dollar Tree is overhauling much of its C-suite leadership, the company announced Tuesday.
Dollar Tree Stores Inc., which also owns the Family Dollar chain, is seeking permanent replacements for its chief operating officer, chief strategy officer, chief financial officer, chief information officer and chief legal officer.
Dollar Tree CFO Kevin Wampler will transition out of his role when a successor is named and will stay with Dollar Tree as an adviser until April 2023. “Mr. Wampler’s transition is not due to any disagreement with the company on any matter relating to the company’s financial reporting, policies or practices,” Dollar Tree stated in a June 28 filing with the Securities and Exchange Commission.
Chief Legal Officer and Corporate Secretary William Old, COO Thomas O’Boyle, Chief Strategy Officer David Jacobs and CIO Andy Paisley are no longer with the company, according to a news release from Dollar Tree. “The four departing executives will each receive a severance of continued base salary for 24 months and certain other benefits in accordance with the terms of their existing executive agreements. Long-term incentive awards will be governed by the terms of the existing plans and award agreements,” Dollar Tree said in the SEC filing.
Dollar Tree has already named interim leaders who will assume the responsibilities for the vacant posts and the company said it is in “advanced discussions with several candidates for certain positions.” Dollar Tree President and CEO Michael Witynski will serve as interim chief operating officer, according to the filing.
“As we look to the future, I believe these changes within our leadership team will bring new perspectives and experiences that will help accelerate our continued growth and deliver even greater value for our shareholders, customers, employees and suppliers,” Witynski said in a statement. “I want to thank Kevin, Will, Tom, David and Andy for their many years of dedicated service to the company and for enabling us to get to this point. We wish each of them the best in their future endeavors.”
Dollar Tree Board Chairman Rick Dreiling backed the decisions. “Our board is fully aligned with Mike that now is the right time to bring in new leadership to ensure the company remains on a strong trajectory,” he said in a statement.
In a statement to its investors, Wells Fargo analysts said, “While this looks like a lot of change on the surface, it was needed in our view and we support management’s decision to rip the band-aid off and expedite the turnaround. Overall this looks like a positive for the transformation narrative,” Wells Fargo analysts wrote.
In December 2021, activist investment firm Mantle Ridge, which owns a $1.8 billion stake in Dollar Tree, sought to overhaul Dollar Tree’s board and hire the former CEO of rival retailer Dollar General Corp., Reuters reported. Dreiling, Dollar Tree’s chairman, was CEO of Dollar General from 2008 until his retirement in June 2015, and served as Dollar General’s chairman until 2016.
In March, Dollar Tree named Dreiling as executive chair and made Mantle Ridge’s founder and CEO Paul Hilal vice chair, along with appointing five new directors and five continuing directors. The board also added a new finance committee and restructured its nominating, governance, sustainability and compensation committees to create a new, separate committee focused on sustainability and corporate social responsibility.
Mantle Ridge declined to comment for this story.
“It looks like they are trying to bring in a whole different perspective to sort of turn around Dollar Tree,” Reuben Gregg Brewer, a contributing analyst with Motley Fool, said. “There’s something going on here, and I can see why an outside investor would come in and say, ‘Maybe you guys need to do something different.’
“When you take out a number of important people all at once, it creates uncertainty. It creates chaos, usually. This is really rocking the boat. It’s big,” he said.
In May, Dollar Tree poached two former Dollar General executives, hiring John Flanigan as chief supply chain officer and Larry Gatt as chief merchandising officer.
At the end of 2021, Dollar Tree hiked prices to $1.25 at its stores nationwide for the first time, saying the stores would only sell discontinued products at the $1 price point. The company has more than 15,900 stores across the U.S. and more than 193,000 employees.
In the first quarter of the year, Dollar Tree’s gross profit increased 19.2% to $2.34 billion, up from $1.96 billion during the same period last year. Net income increased 43.2% in the first quarter to $536.4 million. Consolidated net sales increased 6.5% to $6.9 billion. For the second quarter, the company estimates net sales to range from $6.65 billion to $6.78 billion, it said in its first quarter earnings statement posted at the end of May.
“If I were thinking about making a massive change, I would probably want to do it in some sort of a staged fashion,” Brewer said. “If you swept out the entire leadership team … can you imagine the tumult that would cause for the company?
“This is a big change and it may not be the last change.”
The firm, formerly Royall & Co., will relocate from two locations on East Parham Road and consolidate its Henrico operations into a 70,000-square-foot space at the SunTrust building on West Broad Street.
“EAB has been a committed business partner in Virginia for more than 30 years, and we are thrilled to see its continued expansion and investment in Henrico County,” Youngkin said in a statement.” The firm’s success reinforces the importance of attracting and retaining a skilled workforce that is helping fulfill EAB’s mission to improve education and communities across the country.”
EAB was founded by the late Bill Royall, a Richmonder known for his philanthropy who sold the business for $850 million in 2014. It has 500 employees in Virginia and 1,500 nationwide. The company’s second-largest location is in Henrico.
“EAB is deeply committed to the Richmond area, and we believe our long-term investment will serve Henrico County, the Greater Richmond community, and our growing employee base for many years to come,” Chris Marett, EAB’s president of marketing and enrollment solutions, said in a statement. “We are proud to have been recognized as one of the top workplaces in Richmond for each of the past six years, and providing a more flexible, hybrid workspace will strengthen our ability to attract and retain the local talent we need to continue helping our partner institutions meet the complex challenges facing the education sector.”
The Virginia Economic Development Partnership worked with the Henrico Economic Development Authority and the Greater Richmond Partnership to secure the project for Virginia. The commonwealth competed against EAB locations nationwide. Youngkin approved a $741,600 grant from the Commonwealth’s Opportunity Fund to assist Henrico with the project. Funding and services to support the company’s employee training activities will be provided through VEDP’s Virginia Jobs Investment Program.
Massimo Zanetti Beverage USA, the North American operating unit of the Italian coffee roaster Zanetti Beverage Group, will invest $29.1 million to consolidate and expand operations at its Suffolk roasting facility, a project expected to create 79 jobs, Gov. Glenn Youngkin announced Monday.
“Massimo Zanetti Beverage USA’s continued expansion in Virginia speaks volumes about the business climate, infrastructure and top-notch talent found in the city of Suffolk and the region,” Youngkin said in a statement. “Food and beverage processing is Virginia’s second-largest manufacturing sector and one of our fastest-growing industries, thanks to investments by corporate partners like MZB-USA.”
Massimo Zanetti Beverage USA roasts, grinds and packages beans for retail brands including Chock full o’Nuts, Segafredo Zanetti and Kauai Coffee. At its Suffolk facility, the company produces proprietary and private label coffee, tea and drink mixes for retail and food service customers. Massimo Zanetti Beverage Group has nearly 50 companies operating in more than 100 countries.
The company also began operating a Suffolk distribution center in November 2021 and held the official dedication in March.
“This business decision fits with our long-term strategic goals to continue to invest in Hampton Roads,”MZB-USA President and CEO John Boyle said in a statement, Our proximity to major transit lanes and the Port of Virginia, one of the largest coffee ports in the country, further enhances our position and allows for continued growth, while adding to the economic vitality of the area.”
The Virginia Economic Development Partnership worked with the city of Suffolk, the Hampton Roads Alliance and the Port of Virginia to secure the project, for which Virginia competed with New Jersey. Youngkin approved a $450,000 grant from the Commonwealth’s Opportunity Fund to assist Suffolk. MZB-USA is eligible to receive benefits from the Port of Virginia Economic and Infrastructure Development Zone Grant Program.
The Virginia Talent Accelerator Program, a workforce initiative created by the VEDP and Virginia Community College System, will provide customizable recruitment and training services at no cost to the company.
The next commander of Navy Region Mid-Atlantic is a former naval flight officer and Virginia Beach native.
Rear Adm. Christopher “Scotty” Gray will take over for Rear Adm. Charles “Chip” Rock during a change of command ceremony scheduled at Naval Station Norfolk Thursday. Rock, who has commanded a region overseeing 14 naval installations and nearly two dozen reserve outposts from Wisconsin through North Carolina, including the world’s largest naval base in Norfolk, is retiring from the sea service after almost 35 years.
Gray has led the Naples, Italy-based Navy Region Europe, Africa, Central since May 2020, where he was responsible for nine installations as well as other locations stretching from the Atlantic Ocean to the Arabian Gulf, and from Northern Europe to Africa. He graduated from the University of South Florida with a bachelor’s degree in international relations in 1988 and worked as an investment banker before receiving his commission through the Navy’s Aviation Officer Candidate Program. Gray earned his wings of gold in June 1990, becoming a naval flight officer on the E-2C Hawkeye, the Navy’s early warning, carrier-based tactical aircraft.
Gray’s sea duties have included assignments with several Carrier Airborne Early Warning Squadrons (VAW) as well as commanding officer of Norfolk-based VAW 124 before reporting as the operations officer aboard the aircraft carrier USS Dwight D. Eisenhower for back-to-back deployments to the Arabian Gulf during Operation Enduring Freedom. He has more than 500 carrier-arrested landings and 2,800 flight hours in tactical aircraft. On shore, he has also served as a military legislative assistant to the House Appropriations Military Construction Subcommittee; legislative affairs officer to U.S. Central Command; plans director at Navy Warfare Development Command; commanding officer of Naval Support Activity Naples, in Italy; chief of staff at Navy Region Southeast; commanding officer, Naval Station Guantanamo Bay, Cuba, executive assistant to the Assistant Secretary of the Navy for Energy, Installations and Environment, and chief of staff for Navy Installations Command. Before his most recent position, Gray commanded the Silverdale, Washington-based Navy Region Northwest from June 2018 to March 2020.
Among Gray’s multiple honors are four Legion of Merit awards and the Air Medal with Combat “V” denoting valor.
Rock has commanded Navy Region Mid-Atlantic since July 2018, presiding over challenges including investigations into complaints of substandard military housing and the COVID-19 pandemic. In a first, the Navy struck an economic development deal with Virginia Beach in summer 2021 to lease land on Naval Air Station Oceana to private business for in-kind services.
In fiscal 2020, the Navy accounted for $15.8 billion in direct local spending in Hampton Roads, down about $650 million from the previous year. Nearly 90,000 active-duty Navy and Marine Corps personnel serve in Hampton Roads alongside 52,000 civilians and contractors. Rock is a member of the Virginia Council on the Interstate Compact on Educational Opportunity for Military Children and serves on the board of the Hampton Roads Chamber of Commerce.
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