Brenda Elliott Karp is the first and only woman at The Breeden Co. in senior leadership devoted to real estate development partnerships.
Being a woman in her industry is not easy, and Karp is determined to change that.
To help level the playing field, Karp dedicates her life to mentoring women through the Commercial Real Estate Women (CREW) Network, the leading professional association for women working in commercial real estate. Involved with CREW Richmond since 2002, she also serves on the national foundation’s board.
“Mentoring is the way we are going to get more women in the industry,” she says.
Karp, who is based in Richmond and has been with Breeden Co. for 14 years, became the Virginia Beach-based real estate company’s vice president of business development last year. She develops new business and construction partnerships and expands the property management side of the business.
Karp was first hired in 2008 to handle the leasing of a 42-acre development called Towne Center West — one of the first mixed-use developments in Henrico County’s affluent Short Pump area. She leased 48,000 square feet to national, regional and local retailers and sold
17 acres, which brought VCU Health, Virginia Eye Institute, BJ’s Restaurant & Brewhouse,
and Home2 Suites by Hilton to the area.
“It was not an easy undertaking,” she says. “I am proud that I leased one of the first mixed-use developments in Short Pump and I still drive by and think, ‘I did that.’”
“Prepare, prepare, prepare. Persist, persist, persist.” That mantra has carried Becerra, whose family fled Fidel Castro’s Cuba for Puerto Rico when she was an infant, to the presidency of Marymount University.
“From immigrant to university president in a lifetime” is an extraordinary story, but one that she credits in part to the opportunities the United States offered her. “We left Cuba with no assets,” she says, “but I learned from my grandmother that no one can ever take away your education.”
So, instead of partying like so many students, Becerra “hunkered down and focused” on her studies, earning degrees from the University of Miami. Losing everything can turn people into pragmatists, and she followed her family’s advice to pursue a field that had good job prospects, becoming the first woman to earn a doctorate in electrical engineering from Florida International University.
“I prepared my whole life for this job,” Becerra says of her path to becoming president of Marymount, a private, Catholic university, in 2018. Since then, she has instituted a plan to raise the school’s reputation for innovation and added market-driven programs that prioritize career preparation.
“I love to affect the lives of students and what they can accomplish,” Becerra says, and she believes students can accomplish a lot if they only prepare and persist like she did. “People may say no, but you have to be ready to try again,” she tells them. “I look at setbacks with gratitude because each one has made me better.”
In March 2020, Wendy Horton arrived at the University of Virginia Medical Center to start her new job as chief operating officer at the beginning of the COVID-19 pandemic. Seven months later, she became the teaching hospital’s CEO.
At 43, she oversees a medical center with approximately 700 beds and 9,000 employees. She credits her authenticity, courage and leadership with helping her land the job, after having held executive positions at Ohio State and the University of Wisconsin’s health systems.
“I rolled up my sleeves and got in the trenches with everyone,” she says. “I deeply care, I always stay true to my principles, and people know they can count on me to do the right thing.”
Horton solves the organization’s largest challenges, and she isn’t afraid to remove barriers that hold underrepresented groups back.
“I am making sure that we’re promoting people based on their talents and their potential,” she says. “I’m often encouraging women to be courageous and take that leap even before they feel like they’re 100% ready, because they really are ready.”
Horton found her passion while participating in a high school exchange program in Australia. While there, her school assigned her to work at a pharmacy. That experience set her on her career path. She worked as a pharmacist before shifting into hospital administration.
“I just love the mission of health care,” she says. “Making a meaningful difference for our patients, our team members and our community gets me up each and every day.”
Lynn Crowder Greer has been instrumental in some of this country’s biggest legal mass claims resolutions. From 1990 to 2000, the attorney was part of the Dalkon Shield Claimants Trust, which obtained settlements for more than 200,000 women who had been injured by the contraceptive device produced by A.H. Robins Co., a Richmond pharmaceutical company.
A dozen years later, she co-founded BrownGreer PLC to focus on mass claimant lawsuits, and she has since taken on such high-profile cases as the BP oil spill and the NFL‘s concussion settlement. Closer to home, she was in charge of the reconciliation program for the Catholic Diocese of Richmond, which led to the payment of $6.3 million to 51 people abused by clergy as children.
In all, the University of Virginia School of Law grad has helped process more than 4.5 million claims, securing payments of $34 billion for almost 40 million people. “It’s a way to help people who have been injured,” Crowder Greer says, “to let them know that they are being heard.”
Such complex cases can be all-consuming, but early on Crowder Greer learned the importance of advocating for herself so “it wouldn’t be all work, all the time.” Over the years, she has served on boards for the Virginia Repertory Theatre and the state chapter of the Cystic Fibrosis Foundation. She advises women not to apologize for asking for what they need to be the best that they can be.
A few years ago, when she was between cases, Crowder Greer says she devoted almost two months to just listening to her colleagues’ concerns. “Often people think that communication is just about talking,” she says, “but listening has been my biggest contribution.”
Twelve years ago, Denise Vaughn was struggling to balance work with the demands of raising a family. She felt like she was failing at both, so she resigned to take a less demanding job.
The news reached the CEO of Ferguson, and he called her. She sobbed as she told him why she felt she had to leave.
But he convinced her to stay.
“He set me straight,” Vaughn recounts. “He said, ‘You need to communicate when you’re feeling this kind of pressure, and we’ll support you.’ From that point forward, I made it my mission to help working moms understand that it’s OK to prioritize your family.”
Vaughn has witnessed many historic moments during her 16 years with Ferguson, which she joined after working in university relations at Christopher Newport University. She felt proud to travel to Wall Street in May when Ferguson’s U.K.-based parent company moved its primary stock listing from London to the New York Stock Exchange, reflecting the importance of its North American operations.
Vaughn is dedicated to reducing the carbon footprint of her company, which distributes residential and commercial heating, cooling and plumbing products as well as industrial items.
Her role focuses on supporting the well-being of Ferguson associates and the communities the company serves, providing a safe and inclusive work environment and reducing Ferguson’s environmental impact.
“I have been able to create a position that aligns with my personal values,” she says. “I have always been driven to make an impact.”
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)
3|Metro CEO, COO resign, effective immediately
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.”
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