Business North Carolina March 2025

EVERYTHING MATTERS

AI pioneer Igor Jablokov’s ambitious blend of science, technology and art.

Eastern North Carolina: Leading the world with sweetpotato success Eastern North Carolina: Leading the world with sweetpotato success

North Carolina is the nation’s #1 sweetpotato producer and the global leader in sweetpotato exports, shipping this nutritional powerhouse to more than 30 countries worldwide. e sweetpotato industry generates a remarkable $1.1 billion annually and supports nearly 10,000 jobs in farming, processing, and distribution. At the heart of this success is eastern North Carolina, where 20 of the 29 NC East Alliance counties grow sweetpotatoes.

Counties like Edgecombe, Wilson, and Nash are driving forces in the industry, contributing nearly 40% of the state’s total production. In 2023 alone, North Carolina harvested over 1.5 billion pounds of sweetpotatoes, with Wilson County producing 216 million pounds, Nash County 198 million pounds, and Edgecombe County 174 million pounds. is regional strength fuels both local economies and global markets.

Home to innovations like the Covington Sweetpotato, developed at NC State University and now the most widely grown variety in the U.S., eastern NC continues to lead in agriculture and innovation. Discover the sweet success story that makes our region a powerhouse on both national and international stages!

North Carrolina harvested 1.5 billion pounds of sweetpotatoes in 2023.

Courtesy of the NC Sweetpotato Commission

4 UP FRONT

6 POWER LIST INTERVIEW

Kontoor Brands CEO Scott Baxter describes why attitude matters and jeans with holes command a premium.

8 NC TREND

J.B. Duke’s century-old gift; College students change lives of children with limb differences; Raleigh tree business nurtures rather than destroys; A Charlotte business raises billions for solar power; Indoor play designer marks 40th year of fun times; CaroMont Health’s deal with monks leads to expanded Gaston-area care.

22 RURAL ROUTE

24 COMMUNITY COLLEGES

A record $35.6 million grant accelerates Boost, a program designed to get students ready for the workforce at a faster pace.

64 DESTINATION NC

Corporate and leisure travel readies for a comeback in western North Carolina, stays strong in Charlotte and shows resiliency at coastal locations.

70 FARMING NC

N.C.’s biggest industry

flexes with small farmers, entrepreneurial agribusiness, and a drive to preserve family farms permanently.

80 COMMUNITY CLOSE-UP CABARRUS AND ROWAN COUNTIES

These two Piedmont counties embrace a future built on strong relationships, quality of life, business diversity and new investments in a broad range of sectors.

COVER STORY

AN AI PIONEER’S JOURNEY

Igor Jablokov’s work led to the voice system of Amazon’s Alexa. His current ambition is making his Raleigh-based business transformational.

BY RICK R. SMITH

BEST HOSPITALS

38

Mission Hospital, Duke University and WakeMed Raleigh top BNC’s annual rankings, plus lists of patients’ favorites and top-earning hospitals in the state.

BY KEVIN ELLIS AND DAVID MILDENBERG

A DIFFERENT PATH

Cone Health’s surprising decision to partner with a California healthcare giant deepens a century-old commitment to bettering the Triad, leaders say.

BY CHRIS BURRITT

BY MIKE MACMILLAN

PLOWING AHEAD

An upstart Raleigh contractor tops the $100 million revenue mark by adapting to a topsy-turvy construction market.

UP FRONT David Mildenberg

TRIANGLE TECH'S CHRONICLER

among the speakers, and his comments on the promise and dangers of AI fascinated the crowd.

It was obvious that he would make for a great BNC story because of his unusual journey and commitment to creating a groundbreaking business, based in North Carolina.

This edition includes that story, and it’s fitting that the author is someone who has probably written more stories about North Carolina’s tech industry than anyone else.

Rick Smith got the journalism bug at age 15 in Mooresville, Indiana, writing high school sports stories for the local paper. After attending a commuter university in Indianapolis, he worked at newspapers in Indiana and Texas before landing at the News & Observer in Raleigh in 1986.

Ahead of the curve, Rick saw the potential of the Internet. He was part of the early 1990s efforts of both the Daniels family at the N&O and Raleigh broadcaster Jim Goodmon’s WRAL to provide digital services. That included Interpath, an early Internet service provider that was later acquired by Carolina Power & Light.

More of a journalist than a business guy, Rick spent most of the past 30 years writing about technology executives and their businesses in Wake and Durham counties. After co-authoring a book on Internet strategy in 1997, he and the late Allen Maurer started Local TechWire in 2002.

The publication, later renamed WRAL TechWire after an investment by the Goodmons, has long kept a close eye on the Triangle tech sector, which is a critical growth engine that has helped set North Carolina’s economy apart from other Southern states. Rick, who left the company in 2023, credits recently retired WRAL executive John Conway for building the broadcaster’s strong online presence.

I asked Rick to share a few thoughts on his career, sparking these responses:

Toughest interview: SAS Institute co-founder Jim Goodnight, who suffers no fools.

Most intimidating interview: H. Ross Perot, at the height of his powers.

Most fun interview: Triangle entrepreneur and investor Scot Wingo, who knows where all of the skeletons are buried.

Proudest moment: "Nobody works harder than Rick Smith," Jim Goodmon said at TechWire's 20th anniversary party.

Most compelling and impactful players: An incomplete list, to be sure, but Bob Young, Matthew Szulik, Betsy Justus, Larry Robbins, Mitch Mumma, Fred Hutchison, Tim Sweeney and Vivek Wadwha are among the folks that bubble to the top.

Now, Rick adds Jablokov to that list. Perhaps because of the complexity of both the innovator and the subject matter, he calls it the most difficult story he’s written. (An evil editor adds to the challenge, to be sure.)

“Igor wasn’t difficult, but trying to grasp his remarkable career and achievements, coupled with trying to unravel the AI Pryon secret sauce, was,” he says, referring to Jablokov's business.

At the first of their four interviews, Rick was impressed with how Jablokov carefully sliced some gourmet minidoughnuts to share as they enjoyed some coffee. “He’s certainly one of the most fascinating, and probably the smartest, entrepreneurs I have met.”

Business North Carolina is hosting another leadership conference in Raleigh on May 16. We’d love for our readers to attend, so look to our website, www.businessnc.com, for more information.

Contact David Mildenberg at dmildenberg@businessnc.com.

VOLUME 45, NO. 3

PUBLISHER

Ben Kinney bkinney@businessnc.com

EDITOR David Mildenberg dmildenberg@businessnc.com

MANAGING EDITOR Kevin Ellis kellis@businessnc.com

ASSOCIATE EDITORS

Ray Gronberg rgronberg@businessnc.com

Cathy Martin cmartin@businessnc.com

EDITORIAL INTERN

Natalie Bradin

CONTRIBUTING WRITERS

Pete M. Anderson, Dan Barkin, Chris Burritt, Bill Horner III, Mike MacMillian, Rick R. Smith, Lori D. R. Wiggins

CREATIVE DIRECTOR

Cathy Swaney cswaney@businessnc.com

GRAPHIC DESIGNER

Lauren Ellis

MARKETING COORDINATOR Jennifer Ware jware@businessnc.com

EVENT DIRECTOR Norwood Teague nteague@businessnc.com

ADVERTISING SALES

ACCOUNT DIRECTOR

Melanie Weaver Lynch, eastern N.C. 919-855-9380 mweaver@businessnc.com

ACCOUNT MANAGER Anne Brundage, western N.C. abrundage@businessnc.com

CIRCULATION: 818-286-3106

EDITORIAL: 704-523-6987

REPRINTS: circulation@businessnc.com

OWNERS

Jack Andrews, Frank Daniels III, David Woronoff, in memoriam Frank Daniels Jr.

PUBLISHED BY Old North State Magazines LLC

PRESIDENT David Woronoff BUSINESSNC.COM

SCOTT BAXTER

NO TIME OFF

EKontoor Brands CEO Scott Baxter joined High Point University President Nido Qubein in the Power List interview, a partnership for discussions with influential leaders. The interview was edited for clarity.

verybody knows the names of the Wrangler and Lee jeans brands. Now you are the president, CEO and chair of the board of Kontoor Brands. Where did that name come from?

It came about six years ago when we spun o from the parent company that we were part of. We needed to have our own identity. We previously had a corporate owner, VF Corp. in Greensboro. We were staying in North Carolina, and we needed our own name, so we hired an outside rm to help us do that. A er about six months of searching, painful searching, because every name in this universe is taken, we nally found a name.

It’s a funny play on the word contour with the K, because I’m telling you, everywhere you go, every name is taken. We are in about 70 countries, and we found that so many of the names were taken. We had to come up with something, and so Kontoor is the mother company for Wrangler and Lee.

Scott Baxter grew up in Sylvania, Ohio, where his father worked at a distribution center and his mother was a waitress. As a sophomore at the University of Toledo, Baxter realized the great opportunities available for a business career. After earning his MBA at Northwestern University, he spent 10 years in sales and marketing jobs at Nestle, then worked for PepsiCo and Home Depot before joining Greensboro-based VF in 2007. He was leading the company’s North Face and Timberland brands when the company split in 2019, taking those two highly touted brands to a new headquarters in Denver. Baxter stayed put, taking charge of a spinoff company based in Greensboro that is a dominant jeans maker. Surprising investors, Kontoor’s shares have doubled over the past five years, while VF’s declined 70%.

What is the difference between the brands?

ere’s not much of a di erence. ey’re both men’s and women’s and children’s denim brands. ey do shirts, jackets and the full ensemble of apparel. ey are both big global brands. Wrangler does have an a nity and a liation with cowboy culture because it was created in 1947 in Greensboro as a cowboy brand.

It was part of Hudson Overall Co., which has been in Greensboro since 1904. ey made the rst Wrangler product right in Greensboro.

Do you mean that Konroor sells in 70 countries?

Yes, and we manufacture in a couple of countries, and then we source in about 20 others. We own part of our manufacturing, speci cally in Mexico. We have about 15,000 employees globally, with about 1,200 in Greensboro, and then about 450 in Mocksville, our closest distribution center.

When I think about clothing, I think about fashion that changes with the times and gets trendy. But what about jeans?

It’s really interesting. We have jeans that cost $19.99 for some of our customers, and we have jeans that cost $300 for some of our customers. ere’s a lot of di erence. ere’s embellishment, there’s style, there’s fabric. All of those things come into play. e design of the product, and the fabric that we source to make it all come into play with the cost of the product.

Is it more expensive because it carries the name of some famous person?

It’s always Wrangler or Lee, but it’s more expensive because we might use a really tough fabric to get, and we put a lot of embellishment into it, the pocket decoration, the snaps, buttons, all those things you see.

Who’s your competition?

Levi’s is our main competitor in some of the verticals. American Eagle would be a competitor, along with Gap and Old Navy. ey source their jeans and just put their name on it. We’re really the only denim company le in the world that makes our own product anymore. We make about 40% of our product in Mexico, but we’re about the only one le . Everybody else sources.

LIST INTERVIEW with Nido Qubein

Sometimes I see those jeans that have lots of holes in them, and they cost more money?

They most certainly do, because it’s the trend and it’s the style that created this concept. Yes, we have designed more holes. This is like bathing suits, less fabric, more expensive. We have a whole design team that travels the world, they’ll go to Rome, they’ll go to New York City, they’ll go to Paris and see what people want, what people are wearing. They’ll do focus groups, they’ll do studies, they’ll catch on to things. Sometimes people do things on their own, and those things catch on throughout the globe.

How many different styles of jeans can one have?

We have thousands, based on size, weight, and different fabrics. Some of them we don’t make anymore, but they’re in our archives, through history and years. And we’ll bring those back occasionally as retro pieces.

How did you get your start in business?

I had several offers while I was at [Northwestern University’s Kellogg School of Management] from companies that came in and interviewed. I took an offer from Nestle, the Switzerland-based food company. They had a global management program in which they brought in about 24 every year from around the world. I was fortunate to be one of them, and that’s where I worked for the first 10 years. I was in sales and marketing.

How long have you been with Kontoor and its former owner?

I started with VF in 2007 and my last position (before the spinoff) was group president. I had brands like The North Face and Vans and Timberland all reporting to me.

Did the recession of 2008-09 have a major impact on your business?

It most certainly did. Those years and the pandemic were the two toughest times in my career. You know, things shrunk dramatically. You have to take action when they do. The consumer was nervous and afraid. That’s a big disruption.

Financial markets were tight. Lending was tight. So it was really difficult all the way around.

When I look back before that, things operated fairly smoothly. You’d have a little recession. We’d pop out of it, we’d move along. Things didn’t move as they do today. The world we live in today, the last five years, if you think about the disruption in supply chain, the pandemic, work from home, bringing people back, which has been a significant challenge for a lot of CEOs.

Those things didn’t happen in the past. It’s something new all the time now.

What challenges Scott Baxter? You must be under a lot of pressure all the time to perform at a certain level of excellence and results.

It’s every day. It’s every weekend. It’s every holiday. There is no time off. People say, how was your weekend? Well, you know, most weekends involve a lot of work. Or what did you do last night? Well, I got three phone calls because there were three issues, you know, so it’s constant. If you’re running a global business, it becomes even more difficult relative to the timelines and times and time zones.

If you’re the CEO of a big company and a public company, you worry about your people. The best that you can do is have really good people that can help mitigate those issues. The one thing I’ve learned in this job is everyone is looking for you to make that final decision, to assimilate all the data that comes in, and then make a decision to give everybody the relief that a decision is made.

And I’ve learned through time that experience really matters. I’ve been in this job now for almost six years, and I’ve gotten better at it every year for the very simple reason that I’ve been through those examples. And every time you go through, you learn a little bit more. Some of the challenges don’t change that much.

I never see you stressed or out of control. What do you do? Is it a certain vitamin you take or do you drink fine wine? Give us your secret.

I think my employees look for me to be under control, and I always try to take it a little level up from an upbeat standpoint. If I come into the office and I’m in a bad mood, it sets a tone that’s terrible. But if I come in, even or up every day and everybody knows it’s going to be all right, we’re going to figure this out together. I think that’s the tone that we need to set as leaders.

How does your experience as a Lowe’s Cos. board member and formerly a director at Topgolf Callaway Brands, help make you a better leader?

It’s very healthy to be exposed to other leaders who have similar issues, and then to be exposed to all the ongoings in that world. The governance piece is also really foundational to see how another company handles all of their issues with their board and their outside consultants. It’s really, really interesting and very helpful for us.

Are there habits or characteristics or traits that have worked really well for you, and are there prerequisites for excellence in leadership in this ever-changing global marketplace?

It’s the attitude you come in with every day. Everyone around you is going to figure out how quickly you have the right attitude. You don’t have to be Pollyanna at all. But you have to attack every issue and every opportunity with a good attitude. You see that there are a lot of people that don’t attack the day like that, and it really becomes problematic over a career.

And you have to put the work in. Don’t do the self-promotion piece. We know who the good workers are. We know who the smart people are. We’re experienced. We can see it.

I also tell my son this too. Half of life is showing up. Show up on time. That’s a big stickler of mine. Good things are going to happen. Give a little bit more and people will notice.

What disappoints you about associates who may work with you or have worked with you?

It’s the blame. We’ve all had trials and the people who can’t rise above that. They always blame the company. They blame other people in the department. They blame this, that and the other thing rather than owning it, get through it, measure up and fix it yourself.

I also think of civil discourse. I’m a little worried about how we’re behaving as a society at large. There was a time if you and I had a difference on something, it was fine. We’d have a great discussion. I respect your opinions. You’d respect mine, and we’d leave and shake hands with each other. Social media hasn’t helped. I don’t think people know how to talk because they can hide behind a cellphone.

Looking toward the future, what turns you on about life, about work, about further accomplishment.

I leave the office every day to go home to have dinner with my family. I prioritize that. Those are the kind of things that are really important to me. But I’m the first guy at the office in the morning, and then I work every night. If you’re going to take this job, you have to do that.

But I prioritize. Those are the things that get me excited. There’s very, very little time. So I’m a little protective of the free time that I do have. ■

A CENTURYOLD GIFT

J.B. Duke’s legacy persists through his endowment dedicated to the future of the Carolinas.

By Kevin Ellis

When The Duke Endowment turned 100 in December, the investment fund marked the milestone by pledging to donate $5 billion over the next 15 years, around the same amount it gave away in its first century.

The move is a nod to the Charlotte-based endowment’s history. Industrialist J.B. Duke created the endowment to improve lives and support communities in North Carolina and South Carolina or, in his words, do “big things for God and humanity” through philanthropy.

The $5 billion “stretch goal” represents about $1 billion more than its current projected philanthropy, says board Chair Charles Lucas III, the great-great-grandson of Duke’s older brother, Benjamin. The endowment derives income through investment proceeds.

CHARLES LUCAS III, chair, Charlotte attorney and great-greatgrandson of James B. Duke’s older brother, Benjamin

DENNIS CAMPBELL, vice chair, former headmaster of Woodberry Forest in Virginia

DR. JEAN SPAULDING, vice chair, psychiatrist in Durham

WILLIAM BARNET III, real estate developer, former mayor of Spartanburg, South Carolina

JOHN CECIL, CEO of Biltmore Farms in Asheville

RAVENEL CURRY III, CEO and co-founder of Eagle Capital Management in New York

PAMELA DAVIES, former president, Queens University of Charlotte

HARRIS DELOACH JR., former CEO of Sonoco Products in Hartsville, South Carolina

So much of North Carolina’s history is intertwined with James Buchanan Duke, who built two fortunes, first with tobacco and then energy. His legacy lives on with the utility that carries his name, the university in Durham he had named after his father and the independently operated Duke Endowment.

“We wanted to do something special,” he says. “This will allow us to invest more money faster to try and solve problems and make lives for citizens in the Carolinas better. We will accelerate our giving and make bigger gifts faster.”

Duke lived from 1856 to 1925, becoming one of the world’s richest men through investments in what became American Tobacco and the Southern Power hydroelectric operation on the Catawba River. (It was a predecessor to Duke Energy.)

Duke may not have been able to envision how the world would change. But he was a stickler in wanting his wealth to benefit the four areas where he felt it would do the most good: higher education, healthcare, child and family well-being and in support of rural Methodist churches in North Carolina, says Rhett Mabry, who joined the endowment in 1992 and became its president in 2016.

e Duke Endowment is led by a 15-member board.

James B. Duke set up a compensation plan for trustees, and each member received annual compensation of about $170,000 and an expense account of $5,400 in the 2022 scal year, according to the group’s tax ling.

ALLYSON DUNCAN, former state and federal appellate court judge and former N.C. Utilities Commission member, Raleigh

CAMMIE HAUPTFUHRER, retired attorney, daughter of former Duke Endowment Board Chair Russel Robinson II, Charlotte

TRENT JONES, partner and director with Hall and Hall Ranch Brokers in Sun Valley, Idaho, and great-great-grandson of Benjamin Duke

CLARENCE “C.G.” NEWSOME, former professor at Duke Divinity School, former president of Shaw University in Raleigh; now lives in Mint Hill

MINOR SHAW, president of investment company Micco, Greenville, South Carolina

JUDY WOODRUFF, senior correspondent, and former anchor and managing editor, of the PBS “NewsHour,” former White House reporter for NBC News

Sources: e Duke Endowment, Guidestar.org *Currently one vacancy.

James Buchanan Duke is born on a farm near Durham to Washington and Artelia Roney Duke.

Duke’s tobacco company pioneers automated cigarettemaking machines that can produce 200 cigarettes per minute. His American Tobacco Co. soon supplies 60% of U.S. smoking and chewing tobacco.

Duke and his older brother, Benjamin Newton, found Southern Power Co. It was renamed Duke Power in 1924.

Where the money goes

James Buchanan Duke created his original Indenture of Trust on Dec. 11, 1924, with clear guidance on intended beneficiaries. About $1.9 billion of the $5 billion awarded since inception has gone to Duke University. Its $5 billion of assets make it among the nation’s largest 501(c)(3) private foundations.

46% – HIGHER EDUCATION

32% – HEALTHCARE

12% – RURAL UNITED METHODIST CHURCHES IN NORTH CAROLINA (ABOUT 600 FIT CRITERIA)

10% – CHILD AND FAMILY WELL-BEING

College distribution

32% TO DUKE UNIVERSITY

5% TO FURMAN UNIVERSITY

5% TO DAVIDSON COLLEGE

4% TO JOHNSON C. SMITH UNIVERSITY (IT TYPICALLY RECEIVES EQUAL GRANTS AS FURMAN AND DAVIDSON)

“He knew where he wanted to give his money and how he wanted to give it and even how he wanted to apportion it,” says Mabry. To help ensure those over the endowment follow his plan, Duke requested his original indenture be read annually at a meeting of trustees.

“We are an endowment that takes our donor’s intent seriously,” says Mabry. He adds the fund does not take in other money so as not to dilute Duke’s vision.

Trustees also want to be data-driven in order to do the most good, says Mabry. When research indicated the importance of a child’s early years – such as having appropriate reading and math skills by the third grade – trustees voted in 2017 to place an emphasis on funding programs to help children from “zero to 8.”

“We see early childhood (intervention) as a way to invest in the ends that Mr. Duke wanted to achieve,” says Mabry. “If we do a better job with children and families, and get them off to a better start, we should have fewer children in the child welfare system.”

Duke establishes The Duke Endowment with a $40 million gift.

That also takes the long view to helping end poverty and bringing about racial equity to ensure “everyone has an opportunity to live up to their potential,” he says.

Duke dies at age 68; his estate adds $67 million to The Duke Endowment.

Source: e Duke Endowment

Duke’s indenture sets out his belief that the endowment should have limits, and that trying to do too much may be less productive. Mabry says that’s a lesson trustees try to follow. The endowment is meant to help good ideas and practices scale up faster, he says.

The secret, he says, is to listen to those in the community.

“None of this works without our grantees who are on the ground in their communities, who wake up every day to help children, to help families, to help people with healthcare needs, to educate children,” says Mabry. “Those are the folks who inspire us and force us to try and continue to improve.” ■

By the numbers

$1.9 billion – Value of $107 million to start

The Duke Endowment in today’s dollars.*

$5 billion – Approximate net assets in February 2025.

$5 billion – Grants distributed since 1925.

$11.6 billion – Value of grants distributed in today’s dollars.

$5 billion – Projected grants over the next 15 years.

$209.8 million – New commitments The Duke Endowment approved in 2023, some to be paid in future years.

$155.4 million – Total of 355 grants paid in 2023.

Sources: e Duke Endowment, *Federal Reserve Bank of Minneapolis

NC TREND ›››

Technology

HELPING HANDS

College students use 3D printers to change the lives of children with limb differences.

By Katherine Snow Smith

Jaylah Dodd’s parents believe a blood clot in her shoulder en utero caused her fingers to form incorrectly. She was born with just a thumb and a quarter of an index finger on her left hand.

“We adopted her from China when she was a year-and-a-half,” says her mother, Marcie Dodd, from their home in Decorah, Iowa. “When we brought her back we went to the Mayo Clinic in Rochester (Minnesota) to see a hand specialist. We talked about prosthetics and the doctor said they typically don’t do that until they are older. He gave us some reference points and one of them was The Helping Hand Project.”

That’s the name of the network of clubs at six North Carolina universities, where students create hand-like devices using 3D printers. Along with impacting recipients’ lives, the students are gaining experience and expertise in biotechnology, one of the state’s fastest-growing industries.

Helping Hand Project chapters field requests and create custom devices in labs at UNC Chapel Hill, where the program started in 2015, as well as NC State, Winston-Salem State, East Carolina, UNC Charlotte and Wake Forest.

The Helping Hand Project chapter at UNC Charlotte made a pink and purple hand at no charge for Jaylah when she was 6. She’s now 10 and has a prosthetic that cost more than $40,000.

“The expression on her face was complete amazement when she saw she had fingers and they could bend,” Dodd says, describing Jaylah’s reaction to the first device the UNC Charlotte students created. “It made her feel like she had 10 fingers like everybody else.”

BIOTECH TRAINING GROUND

North Carolina employs 75,000 people in the biotech and life sciences industry with average annual salaries of $112,000, according to the N.C. Biotechnology Center. Companies are investing billions of dollars in the state.

“And it keeps evolving,” says Derek Kamper, associate professor of biomedical engineering at NC State. “As things have become more

and more integrated and with the importance of medicine as a part of industry and a huge part of the economy, people are looking more and more for biomedical engineers who can speak both languages.”

The Helping Hand Project chapters are training grounds for the latest generation of biomedical creators and problem solvers. The six participating schools have created 50 devices for people with hand and other limb differences. Five percent of babies born each year have hand abnormalities, according to Columbia University Irving Medical Center in New York.

The basement lab in Phillips Hall in Chapel Hill, where 50 members of the university’s Helping Hand Project chapter meet, boasts three 3D printers slightly smaller than a mini-fridge and a wall filled with spools of brightly colored plastic filament resembling jumbo rolls of Christmas ribbon.

“A roll costs $20. You can probably make 200 hands per roll,” says Dexter Cerrone, a junior from Wake Forest.

The extensive time designing the devices, printing each piece and assembling them comes at no charge from the students or university.

A 3D-printed handlike device costs about $5 compared with $40,000 or more for prosthetics made with injection molding.

Junior Jake Rose bought his first 3D printer in middle school with money he made selling jewelry with sharks’ teeth he collected on Wrightsville Beach. He opens plastic drawers filled with brightly colored orthodontic rubber bands and explains they are the ligaments connecting the three plastic “bones” that form a finger.

The needs of each recipient vary, he says, but in many cases children can make “fingers” or a “thumb” move, pinch or grasp by bending their wrist to control a spring system.

Rose beams as he scrolls through photos on his phone. One shot is of a 5-year-old girl, with blonde hair tied back in a pink bow, holding up her hand, which has just a thumb. In another photo, she’s peering intently at a sparkly pink plastic hand that Rose helped create just for her.

“It’s really exciting,” he says, describing the final fitting of a device on a child. “It’s so much fun to be able to do this and grow our own skills as well as help people out.”

Recent NC State graduate Robert Kobrin echoes the feeling. “Coming into college, I knew I wanted to look into prosthetics. I did a lot of robotics in high school,” says Kobrin. “I really liked the idea of building up skills that were going to have a tangible impact on someone. I felt I could make an impact at an early stage of my college career,” he says. Kobrin is now getting his Ph.D. in bioengineering at the University of California in San Diego. About 100 students at the Raleigh campus take on seven to nine limb or hand cases a year, ranging from creating a hand-like device

to help a child swing on monkey bars to making an attachable paddle for improving swimming.

“For a lot of students, this is the first project that affects somebody’s life,” says Kamper, who advises the NC State chapter. Students get up to speed on computer-aided design and 3D printing. “They learn the whole idea of multiple iterations. If you don’t get it right the first time, you have to adjust and adapt,” he says.

SWIMMING UPSTREAM WITH A PADDLE

Ten-year-old Trevor Swift was born with a congenital amputation of his right arm just above the elbow joint. His mother Kristen Swift learned about The Helping Hand Project through Facebook groups for children with limb differences.

“We got connected with the group at Chapel Hill. They created a device almost like a garden spade for him to help with swimming,” says Swift, who lives in Union County. “He was able to choose some of his favorite colors, so it was Carolina Blue.”

This was during the pandemic in 2020, so Trevor couldn’t meet his designers in person, but they created his device based on a series of measurements.

“They did a FaceTime call to get to know him and sent a video showing what they were doing,” she says. “Trevor thought it was super cool to have these older college kids making something for him.”

The Swift family has since attended annual Helping Hand Project gatherings for children, families and students.

“It’s a really great day for the families to come together and meet other kids with limb differences,” Swift says. “Trevor is unstoppable and has a ton of friends, but it’s always nice to see kids like you are.” ■

The Helping Hand Project accepts device requests from their website.

Students from across the state attend The Helping Hand Project conference hosted by NC State University.

TREE TRADE

By

C

olin Camu le his corporate job at an international paper company in 1997 to start Leaf & Limb, a traditional tree-cutting service in West Raleigh. His goal was simple, but life-changing: spend more time with his family, homeschool his children and make memories. He didn’t envision the business would evolve into a mission for environmental sustainability.

In 2010, his son Basil Camu joined him at Leaf & Limb. With a bachelor’s degree from Duke University and a background in nance, Basil used his skills in web building, marketing and other areas to help distinguish Leaf & Limb. With his father, the “small mom-and-pop-type” business developed into a pro table 50-employee operation, making it one of the largest tree services in the state.

Basil’s personal philosophies also evolved over those years, and he realized bigger isn’t always best. Numbed by the ecological harm caused by deforestation, and intrigued by ideas of how to shi the business’s focus to healing the earth and restoring life, Basil urged a shi away from cutting down trees to focus on more sustainable practices such as structural pruning, securing existing trees, planting new ones and doing soil work.

“So much of our revenue was coming from tree removals,” he says “We’d cut down beautiful oaks and pines to make way for new lawns.” e more he learned about the role of trees in the ecosystem, the less the company’s practices aligned with his values. “We were destroying the very engine that drives the planet,” he says.

In 2019, he led a groundbreaking transformation of Leaf & Limb, from tree cutting to tree care. “We only care for trees now

Lori D. Roberts Wiggins, photography by Liz Condo

In the City of Oaks, restoration became a focus for a business skilled in demolition.

– we plant them and educate people on their importance,” Basil says. “By working with natural systems, rather than against them, we save time, money, and manpower, while contributing to the healing of the earth.”

e shi wasn’t an easy one. Some employees le . ere was pushback from customers who insisted on removing oldgrowth trees for aesthetic reasons. “We could not convince them otherwise,” Basil recalls. “ at was disappointing.”

e move was Dad Approved. “I like the direction that we’ve taken. I’m all for being a good steward of what’s given to you, and I think we should be at least responsible for the resources we have,” says Colin Camu, who remains in charge of training and education. Everyone employed at Leaf & Limb participates in a ve-year program to become a certi ed arborist. “We shouldn’t be out there clear-cutting.”

Within a year of the change, tree cutting had declined to 40% of Leaf & Limb’s revenue, down from 60%. In 2020, Leaf & Limb announced its commitment to no longer cut down trees. While the decision cost the company business, Leaf & Limb regained its previous revenue levels by 2023. e company now employs about 54.

Leaf & Limb has both transformed its own business and is helping the Triangle reconnect with its natural environment, one tree at a time. It happens through Project Pando, a grassroots nonpro t Basil founded in 2020 that is dedicated to growing and sharing native trees in the region.

e name is inspired by the huge, 80,000-year-old Pando colony of quaking aspen trees in Utah, the largest living organism in the world. “Just like the roots of the trees in the Pando colony are all connected, we humans should understand that we are all connected, we share resources – and what’s good for one is good for all,” Basil explains. With a focus on collecting native tree seeds, growing them into saplings, and distributing them for free to the community, Project Pando spreads awareness about the vital role of trees in our environment, and encourages hands-on community involvement.

“Native trees are a key part of what makes the Triangle feel like home,” says Emmanuel “EB” Brown, co-director of Project Pando. “ e trees themselves are quiet, but their value is immense.” Native species, like oak, dogwood, and Longleaf pine, provide vital food and shelter for local wildlife, including insects and birds.

To increase the availability of native trees, Project Pando enlists volunteers to collect seeds from over 80 species of native trees. Instructional videos, online tools, and tree identi cation outings teach volunteers how and when to gather seeds.

Collected seeds are dropped o at various locations, and then transported to Project Pando’s growth sites: a 2-acre plot at Leaf & Limb’s property and a 16acre one at Triangle Land Conservancy’s Bailey and Sarah Williamson Preserve in Southeast Raleigh. ere, seeds are planted and raised in air-pruning boxes.

Once the trees reach about 6 to 36 inches, they are donated to volunteers to plant at home or in their neighborhoods, as well as to schools and nonpro t organizations. “We’re creating this pipeline of native trees to help other people heal our local ecosystems,” Basil says. Last year, about 15,000 trees were given away.

To help, Basil also authored “From Wasteland to Wonder,” a book that shares the blueprint for Project Pando and provides essays on the importance of native trees in urban and suburban landscapes. e book is available for free on Leaf & Limb’s website.

“We just want to grow this idea and give it away,” Basil says. ■

Whether you’re craving an adrenalinepumping mountain bike adventure, a mouthwatering culinary journey, or a leisurely stroll along the brand-new Hickory Trail winding through Downtown Hickory, spring is the perfect time to explore. Plan your visit today and make it an unforgettable season of adventure, flavors, and fresh air!

HERE COMES THE SUN

A Tar Heel business positions itself to lead the long-awaited residential solar revolution.

By David Mildenberg

Charlotte’s Palmetto Clean Technology is raising as much as $2 billion to help speed the pace of residential solar and home electrification projects. It raised $1.2 billion in 2024, $300 million in January and expects to take on another $500 million by March 31. The money will provide financing as the company expands its base of 500,000-plus customers. About 80% signed on last year as the company’s revenue growth more than doubled, CEO Chris Kemper said in his annual letter to shareholders in early February.

“Modeled after Credit Karma’s free and easy-to-use educational tools, we felt that the consumer product and experience is our sector’s front-and-center opportunity,” Kemper said in the letter. (Credit Karma is an online fintech company owned by Mountain View, California-based Intuit.) “The key to making it all work is a strong product, an intelligent back-end and a monetizable consumer journey; we have all those things.”

The pitch has made Palmetto “one of the fastest growing fintech platforms in the U.S. market,” Kemper said. He declined interview requests.

Investors backing Palmetto include Charlotte-based Truist Bank, which put up $125 million late last year and is considering another infusion, Bloomberg reported. Shell Ventures, TPG, the Social Capital venture capital firm and a dozen other investment firms have put money into the company, according to Palmetto’s website. Board members include Chamath Palihapitiya of Social Capital and Steven Mandel of TPG.

In his annual letter to shareholders a year ago, Kemper said the company expected to rebound from “one of its most challenging years [in 2023]” with expected 100% growth and “sustained profitability” in 2024. The current letter says 2024 was a “profitable year,” but details were available to investors only.

Kemper’s bio says he has studied at MIT, UNC Chapel Hill, Ball State University and Rhodes College. He started the business in London, shifted to Charleston, South Carolina, and then moved

the headquarters to Charlotte in 2023, saying it planned to have 200 employees.

Last July, Palmetto joined a venture to own and operate thousands of residential solar and battery systems in low-income communities in Puerto Rico.

Residential solar energy adoption is clearly viewed as a growth industry, but making money has proven difficult. San Franciscobased Sunrun went public in 2020 and has reported cumulative losses of nearly $2 billion over the past five years. Sunnova Energy went public in 2019 and has reported losses of nearly $1.4 billion since then. Sunrun has a market cap of $1.8 billion, compared with Sunnova’s $253 million. Kemper predicted “another public company insolvency in our industry in 2024.”

More people adding solar panels to their homes are leasing them rather than making outright purchases, a trend that prompted changes in Palmetto’s strategy. The era of zero-interest rate financing offers is over, Kemper noted. The “new normal” rates have created more balance between solar system owners and those leasing, and “given rise to stronger fiscally managed operators,” he said.

The solar industry is wary about the Trump Administration’s view of alternative energy, which has relied heavily on favorable tax policies to attract customers. While Donald Trump is famous for “Drill Baby Drill,” he also has said he “loves solar power.”

Last year, Palmetto named former Federal Energy Regulatory Commission Chairman Neil Chatterjee, a Republican, as its government affairs chief.

Palmetto “is paying particularly close attention to the tax credit elements for solar and stationary storage,” and rules that could require more domestic production of solar equipment, Kemper said. Big money or not, Palmetto views itself as mission-driven. “I believe our work is crucial for the broader mission of climate change mitigation beyond simply Palmetto; our success will inspire and encourage others to follow the path, but only if success is attained.” ■

FUN TIMES

A Mecklenburg business keeps innovating with indoor play spaces.

By Chris Burritt

It’s been a tad more than 40 years since two Charlotte entrepreneurs helped make the fast-food dining experience a lot more exciting for kids and their often-frazzled parents. Over that period, Huntersvillebased Softplay has installed more than 40,000 playgrounds in McDonald’s, Chuck E. Cheese, Chick-fil-A and other venues since its formation in 1984.

The company celebrated its recent anniversary by opening a sixstory indoor play area replicating the prehistoric world of dinosaurs in a former IMAX theater in the Thanksgiving Point farm, garden and museum in Lehi, Utah. It relies upon digital wristbands to assist travel between checkpoints and navigate perils from lava chambers to dinosaurs. The nonprofit site bills itself as Utah’s largest science, math and technology learning center.

The use of technology illustrates how the company started by Charlotte entrepreneurs Grant Strawcutter and Neal Crites envisions its expansion in healthcare and other emerging markets. Soft Play is in the early stages of exploring how to reach senior citizens with a focus “more on the mental engagement than the physical engagement,’’ General Manager Rich Albright says. He is based in the company’s Mecklenburg County office.

At the start, Soft Play emphasized indoor play spaces where children could slide, crawl and climb on padded surfaces that kept them safe. The first McDonald’s branded playground opened in 1972, and the concept accelerated over the next 30 years. The Big Mac purveyor closed its PlayPlace areas during the pandemic, but some have since reopened.

Describing himself as “a kid at heart,” Strawcutter says he and Crites focused their early designs on minimizing falls and injuries, leading to the development of “play-in” equipment that overcame early wariness by potential venues.

Albright describes his predecessors as “two persistent founders with a great idea who refused to take no for an answer, eventually talking McDonald’s into giving them a chance.”

Digital technology is increasingly augmenting physical play in installations such as the site, which is called Mountain America Jurassic Jungle. “Kids still have the need for physical play, but they’re used to a lot of digital immersive interaction,” Albright says. “Our digital play creates greater degrees of adventure play.”

Indoor play areas at restaurants morphed into demand for installations in a range of properties, such as Simon Property Group shopping malls, churches, entertainment venues such as SeaWorld, the Kennedy Space Center and a casino in California. Its healthcare installations focus on hospitals and children’s hospitals, Albright said.

Dallas, Texas-based PlayPower, the world’s largest commercial playground and recreational equipment manufacturer, acquired Soft Play in 1996. The company has 12 brands, including U.S. divisions such as Little Tike Commercial and Europe’s HAGS Play.

Soft Play builds about 1,000 installations a year, mainly in the U.S. Individual projects cost from tens of thousands of dollars to several million dollars, according to Albright. He declines to provide financial specifics.

The founders still live in North Carolina, Strawcutter in Asheville, Crites in the Lake Norman area.

Demand for indoor play has snapped back from the COVID-19 downturn when “no one wanted their kids to be playing inside of something that other kids are touching feverishly,” Albright says. “Our business has bounced back and gone above pre-Covid levels,” he adds. “There’s a resurging drive for parents to have their children do physical play and get out from behind a tablet and actually run and jump and play.”

Play areas also give parents a break from minding their kids. They can sip fast-food coffee while their children engage in what Albright describes as a diversion.

“Here’s a place to have the kids play while mom or dad shops, or you drop the kids off and then you go gamble.” ■

MONKS AND MEDICINE

CaroMont Health wanted more than a hospital when it approached leaders at Belmont Abbey College.

By Kevin Ellis

Apathway through a stand of pine trees connects CaroMont Health’s newly opened 54-bed hospital to the campus of Belmont Abbey College, the state’s only Roman Catholic-affiliated college.

Conversations starting in 2018 between leaders at CaroMont, the college and monks of the Southern Benedictine Society, whose predecessors started the college in 1876, would culminate with the Jan. 8 opening of the $260 million hospital in eastern Gaston County, 10 miles west of Charlotte’s center city.

HEALTHY GROWTH

One of the Charlotte’s region’s biggest construction projects in recent years provided lots of work for vendors.

Birmingham, Alabama-based ROBINS & MORTON was the general contractor.

Spartanburg, South Carolina-based MCMILLAN PAZDAN SMITH ARCHITECTS was the designer.

Charlotte-based FLAGSHIP HEALTHCARE PROPERTIES and Illinois-based BRIDGEWATER were construction/project managers.

Charlotte-based LAURENE, RICKHER & SORRELL was the structural engineer.

Charlotte-based COLE JENEST & STONE was the civil engineer.

Canton-based REECE, NOLAND & MCELRATH was the mechanical engineer.

Passers-by on Interstate 85 see the gleam from CaroMont Regional Medical Center — Belmont’s four-story, glass facade. For those involved in those early discussions, the hospital represents a partnership between Gaston County’s secondlargest employer and its only four-year college.

The hospital property includes a 100,000-square-foot medical office and represents a total CaroMont investment of about $315 million. It sits on 28 acres that Belmont Abbey College and the Benedictine order leases to the not-for-profit healthcare system.

The deal also involved CaroMont helping Belmont Abbey start a nursing program, which began in 2022 with 40 students. The college of approximately 1,700 students graduated its inaugural Bachelor in Science in Nursing class in May.

The association has proven to be a “game-changer for the region and beyond,” says Bill Thierfelder, the college’s president since 2004. Belmont Abbey nursing students will train at the hospital, which should lead to a solid pipeline for skilled nurses.

“We have the opportunity to not only save lives, but to change lives through our partnership with Belmont Abbey,” CaroMont CEO Chris Peek said in 2019 when announcing the plans. “This is not about a land transaction. This is not really even about CaroMont Health. This is about Gaston County.”

The Belmont hospital expects to serve about 30,000 patients a year, mostly from Gaston County, but also neighboring Mecklenburg, Lincoln and York County, South Carolina. The hospital will employ about 350 workers, 85% of them hired before it opened, says Richard Blackburn, vice president of operations.

CaroMont was established in 1946 as a tribute to soldiers killed in World War II. Its Gastonia hospital, opened in 1973, has 476 beds. Despite its proximity to healthcare systems with histories of acquisitions — namely Charlotte-based Atrium Health and Novant Health of Winston-Salem – CaroMont has remained independent. Its status as the only healthcare system in Gaston County with a hospital and surgical department worked in its favor when the State Medical Facilities Plan determined the county needed more hospital beds.

That left CaroMont as the only healthcare system that could feasibly build a second hospital in Gaston County under the state’s Certificate of Need system, which requires state approval for healthcare providers to add new services or facilities.

The new hospital has a full complement of imaging and diagnostic services, labor and delivery units and a surgical suite

with two operating rooms. Patient rooms are between 250 and 260 square feet, more than double the size of rooms in the “original tower” at the Gastonia hospital, although newer rooms at the main hospital are larger.

Despite being so close to I-85’s rush of traffic, the rooms are quiet. Blackburn credits “sound engineers” with the hospital’s construction team.

Abbot Placid Solari, who serves as Belmont Abbey’s chancellor, says the hospital and the Abbey’s nursing program fit with the Benedictine order that has been around 1,500 years.

“So be assured of our prayers from the Abbey — right over there,” Solari said as he pointed toward the college during the hospital’s opening ceremony. “For CaroMont Health, for the staff of this most wondrous hospital and for those they serve.”■

Abbott Placid Solari, chancellor of Belmont Abbey College

CaroMont Health CEO Chris Peek Belmont Abbey College President Bill Thierfelder

CaroMont and Belmont Abbey Leadership

CaroMont Health reported a $156 million excess of revenue over expenses in its 2024 fiscal year, versus $88 million a year earlier. Revenue gained 16% to $3.79 billion.

CHARLOTTE

Honeywell plans to divide into three publicly traded companies by the end of 2026. The company moved its headquarters here from New Jersey in 2018, and now employs about 1,150 workers. Honeywell’s automation business will be based in Charlotte, while aerospace will be in Phoenix. It is mulling a decision for its advanced materials unit.

CHARLOTTE

CHARLOTTE

PSA Airlines, a subsidiary of American Airlines, will move its headquarters from Dayton, Ohio, to an office park near Charlotte Douglas International Airport by January. The move will add 400 jobs. About 350 workers have until April to decide whether to move here.

Germany-based groninger, which makes filling and closing machines used to produce pharmaceutical and consumer products, plans a $15 million expansion and to increase its workforce from 112 to 172 employees by 2030. The company opened here in 2012 to serve customers in the U.S., Canada and Mexico.

Credit-card payments executive Erica Berman is spearheading a campaign to add a WNBA team here, with backing from the NBA Hornets. Erica Berman’s father Don founded New York-based CardWorks.

DetraPel, a producer of PFAS-free and fluorine-free protective coatings, will invest $3.5 million to relocate its headquarters from the Boston area. The move will bring more than 30 jobs. CEO David Zamarin accepted an offer on the TV show “Shark Tank” in 2018 from investors Lori Greiner and Mark Cuban.

Atrium Health’s Charlotte and Georgia operations reported net income of $1.4 billion last year, while revenue increased 15% last year to $12.59 billion. A mixed-income multifamily community is planned near the $1.5 billion medical school and innovation district opening this year.

Charlotte-based Columbus McKinnon plans to buy Richardson, Texas-based Kito Crosby from global investment firm KKR in a transaction valued at $2.7 billion. Columbus

PHOTO

McKinnon expects the deal to close this calendar year. New York City investment firm Clayton, Dubilier & Rice is slated to own 40% of Columbus McKinnon.

Skyla Credit Union, which has assets of $1.4 billion and 18 offices, expanded into health insurance and consulting services by acquiring a Cornelius agency, Policyline Insurance. Skyla has about 103,000 members.

MATTHEWS

Novant Health opened a $170 million expansion of its east Mecklenburg County hospital. The four-story, 150,000-square foot tower opened about 30 years after the former Presbyterian Health Services opened a 200,000-square-foot hospital here.

EAST

CAROLINA BEACH

The Town Council settled an ongoing lawsuit and agreed to purchase nine parcels surrounding the Carolina Beach Boardwalk for $15 million. It was the town’s largest financial acquisition. The nine properties, cumulatively valued at $3.45 million, are used for the town’s seasonal amusement park.

ELIZABETHTOWN

HCE Oakland Solar is expected to receive a $35 million loan to build a solar photovoltaic facility capable of producing 40 megawatts of renewable energy. This will provide enough electricity to power 5,300 homes per year. The project will generate more than 70 jobs.

FORT BRAGG

Fort Liberty is Fort Bragg again, upon direction from the Trump Administration. The renaming honors Pfc. Roland Bragg,

who was stationed here in World War II and then fought in Europe, where he earned a Silver Star and Purple Heart. The base was originally named in 1918 in honor of Gen. Braxton Bragg from Warrenton, who was a slave owner and led Confederate soldiers in some unsuccessful Civil War battles. The Biden Administration had changed the name in 2023.

GREENVILLE

East Carolina University is starting construction on a $265 million medical school expansion. The 195,000-square-foot facility will add to the existing Brody School of Medicine. Separately, ECU and UNC Charlotte earned prestigious Research 1 status from the Carnegie Classification of Institutions of Higher Education, joining the likes of UNC Chapel Hill, NC State and Duke University.

Grover Gaming agreed to sell about half of its charitable gambling division to slot machine manufacturer Light & Wonder for $850 million in cash. Grover is owned by Garrett Blackwelder, an East Carolina University graduate who founded the company 12 years ago. It employs more than 400 people, and develops software and graphics used in slot machines, along with the content for games and gaming systems.

LELAND

Epsilon Advanced Materials secured $115 million in federal tax credits to support plans for a $650 million graphite manufacturing facility. In 2023, the Mumbai, India-based company said it would build a 1.5-millionsquare-foot facility in Brunswick County expected to create 500 jobs with an average salary of more than $52,000.

LUMBERTON

Miami-based Cold-Link Logistics, a cold-storage management firm, plans to invest $85.5 million and create 123 jobs here. ColdLink provides customized product handling,

WILMINGTON

UNC Wilmington film studies graduate Dylan Bradshaw and co-director Nate Norell won the Doritos Crash Super Bowl Contest with their 30-second commercial submission. They were among three finalists from 2,000 entries garnered last fall. Their winning commercial, which earned the duo a $1 million first prize, aired during the Super Bowl.

storage, order picking and load preparation, blast freezing, and other logistics services. Cold-Link plans to build a 233,000-squarefoot building on 55 acres in the Southeast Crossroads Industrial Park.

WILMINGTON

Financial software provider nCino named Sean Desmond as its president and CEO. He succeeds Cino co-founder Pierre Naudé, who has been CEO since the company started in 2012. Naudé will be executive board chair. The company also acquired another fintech firm, Cambridge, Massachusetts- based Sandbox Banking, for $52.5 million.

JetBlue will fly direct to Boston from the Wilmington International Airport from April 30 to Oct. 25. JetBlue would join American, Delta, United, Avelo and Sun Country at ILM, adding to the airport’s $3.3 billion economic impact, according to an N.C. Department of Transportation report.

MovieMaker Magazine says a belowaverage cost of living is one of the reasons this coastal city is one of the best smaller cities to live and work as a moviemaker.

Novant Health opened its second Michael Jordan Family Medical Clinic here, aiming to strengthen primary care in the area. The 7,300-square-foot clinic has 12 patient rooms, and is the fourth Novant Health Michael Jordan Family Medical Clinic in North Carolina.

TRIAD

ASHEBORO

Greensboro-based Kayser-Roth will close its sock factory here in March, resulting in the loss of 120 jobs. Kayser-Roth has owned the facility for decades and textile operations have taken place at the plant since 1911.

BURLINGTON

A Superior Court judge approved the sale of Alamance Crossing shopping center for $38.5 million to Colorado-based real estate company Arsenault Holdings. The county’s largest shopping center had been in receivership since March 2023, after former owner Alamance Crossing CMBS defaulted on a $50.8 million bank loan in 2021. The property has an assessed tax value of $50.6 million.

National OnDemand, a provider of communication infrastructure products, acquired J. Tucker Construction. Tucker, founded in 1991 and based in Texas, has more than 30 years experience.

EAST SPENCER

A Rowan County brick manufacturer in business for more than 125 years will close in April, resulting in the loss of 65 jobs. Johnson City, Tennessee-based General Shale will close the business it acquired in 2021 with the acquisition of Meridian Brick.

GREENSBORO

Boom Supersonic achieved its goal of breaking the sound barrier — three times — on its first attempt for the XB-1 prototype of its Overture aircraft. The XB-1 accelerated smoothly to reach as fast as Mach 1.11 at 35,000 feet as it flew over the Mojave Desert in California. Mach 1 is equal to the speed of sound or roughly 761 mph.

GREENSBORO

Contec Industrial Automation Solutions, a Belgium engineering firm, has opened its first office for the U.S. and North American markets. The Contec IAS US office contains sales and engineering functions. Its goal is hiring up to 24 employees, primarily automation and application engineers.

Winston-Salem-based ProKidney ended its pursuit of a high-profile 330-job, $458 million manufacturing plant here by securing a buyer for the 22-acre site it proposed for the campus. ProKidney will sell the land for about $20 million, about $5.5 million less than it paid in 2023.

Martinsville, Virginia-based real estate firm The Lester Group purchased a 309,940-square-foot industrial property for nearly $25 million from home furnishings company SV International.

Privately held New York real estate development and management firm Reign CO2 Propco, an affiliate of Reign Capital, paid just more than $23.5 million for an AT&T property on a 2.78-acre tract, according to a Guilford County Register of Deeds filing.

The Upshot professional women’s basketball league will begin play in May 2026 with teams in Greensboro, Charlotte, Savannah and Jacksonville, Florida, and ownership by Zawyer Sports & Entertainment.

HIGH POINT

New York City-based Richloom Fabrics will close its facility April 4, resulting in the loss of 54 jobs. Richloom acquired the plant, which had been in operation since 1971, in 2019 from Chambers Fabrics.

KERNERSVILLE

Tex-Tech Industries completed a $165 million cash purchase of Fiber Materials from Spirit AeroSystems. Tex-Tech also has operations in Winston-Salem. It makes specialty textiles and textile coatings that are used primarily in the aerospace, automotive and medical industries.

LIBERTY

Toyota Battery Manufacturing North Carolina told investors it would begin shipping batteries from its $14 billion Randolph County plant in April. It’s the biggest capital investment in N.C. history.

WINSTON-SALEM

HanesBrands CEO Steve Bratspies will leave the company at the end of 2025, or earlier if a successor is found. Bratspies came to Hanesbrand as CEO in 2020 after more than 15 years as a Walmart executive. The company reported a net loss of $320 million in 2024, including a charge for the sale of its Champion brand.

TRIANGLE

BUIES CREEK

Campbell University hired its new president from another North Carolina Baptist college. William M. Downs will succeed Bradley Creed, who will retire July 1 at the end of a 10-year term at Campbell. Downs has been president of Gardner-Webb University in Cleveland County since 2019.

CHAPEL HILL

Duke University agreed to join UNC Health’s plan to build a $2 billion children’s health system in an undetermined Triangle site. It would be the state’s first freestanding hospital dedicated to children. Last year, N.C. lawmakers appropriated $320 million to UNC Health for the project. The plan calls for a 500-bed hospital, outpatient care center and behavioral health center.

The Federal Transit Administration awarded about $24.4 million in grants to Chapel Hill Transit for development of a north-south bus rapid transit system project to improve access for low-income communities, older residents, students and others. The project has now received more than $32 million in grants.

DURHAM

BioCryst says success of a new drug used to prevent attacks of hereditary angioedema is on the path to profitability. The company netted $437 million in revenue from sales of Orladeyo in 2024. This was a 34% increase from a year earlier and made up 97% of the company’s $450 million in revenue.

A biotech firm based on technology studied at Duke University has raised $175 million to fund clinical trials of its treatment of gene activity within the body.

The Tune Therapeutics fundraising round is one of the largest in the Triangle in recent years and gives the company time to collect more data on its leading drug.

Pharmaceutical giant Pfizer sold its flex building at the Imperial Center for $41.1 million to New York-based Lightstone Group, a real estate investment company. The 80,000-square-foot property sits between Research Triangle Park and the Raleigh-Durham International Airport.

RTI International, one of the largest global nonprofits, says it will temporarily lay off 226 staff members, including 61 in North Carolina due to “the ongoing pause on U.S. foreign assistance.” The move comes as the Trump administration aims to shut down the U.S. Agency for International Development, or USAID. RTI employs about 6,000 workers worldwide

RALEIGH

Auto insurance companies are asking for an average 22.6% rate increase in North Carolina in a filing with the North Carolina Rate Bureau. The companies asked the state Department of Insurance that their proposed rate hike take effect Oct. 1.

WEST

ASHEVILLE

RTX’s Pratt & Whitney plans to expand its Buncombe County operations with a $285 million investment that may create 325 jobs. The defense and aerospace company opened a $650 million, 1.2 million-square-foot plant here in 2022 that employs about 900 workers. The plant makes parts for jet engines and should employ about 1,200 workers by 2029.

HomeTrust Bancshares, the holding company of HomeTrust Bank, agreed to sell its two Knoxville, Tennessee, locations and $42 million of customer deposit accounts to Apex Bank, which is based in the Tennessee city. The company also began trading on the NYSE under the ticker symbol “HTB” rather than NASDAQ. HomeTrust has more than 30 locations and about $4.6 billion in assets.

Lodging sales for Buncombe County were around $24 million in November, down 57% from a year earlier. During the previous month, sales had slid 74% year over year, according to the county’s Tourism Development Authority. It receives most of its funding from occupancy taxes. Many hotels were closed after Hurricane Helene swept through the county in late September.

CANTON

Nearly $6 million in taxpayer money will be coming back to Haywood County after a lawsuit settlement between the state and owners of the former Pactiv Evergreen paper mill. State officials said Pactiv had violated the terms of a decade-old economic development grant agreement when it closed the plant in 2023.

HENDERSONVILLE

Apple Wedge Packers & Cider, which helped about two dozen apple growers get their product to market, burned down when embers from burning cardboard outside the building ignited a stockpile of 2,000 to 3,000 bins nearby. Hendersonville accounts for about 85% of the state’s apple crop.

NORTH COVE

Baxter restarted its 10 manufacturing lines at its McDowell County facility where more than 2,500 workers produce intravenous and peritoneal dialysis solutions, providing about 60% of the country’s supply of IV solutions. The Deerfield, Illinois-based company expects to soon be producing at pre-Hurricane Helene levels. ■

+ TALKING POINTS

HENDERSON COUNTY

119,230 POPULATION (2023)

28.6% OF THE COUNTY WORKFORCE HAS AT LEAST A BACHELOR’S DEGREE, COMPARED WITH A STATEWIDE AVERAGE OF 26%

IMADE IN HENDERSON COUNTY

‘Placemaking’ is part of western N.C. economic developer Brittany Brady’s DNA

BY BILL HORNER III

n the early 1800s, a well-to-do landowner near Flat Rock awakened in the wee hours, gripped with a sudden paranoia of being robbed of cash he hoarded in his home.

Abraham Kuykendall owned about 6,000 acres in what’s now Henderson County. He shoved bills and coins into an iron washpot, then traipsed deep into the woods to bury it.

It’s never been found.

I don’t know how common home-grown economic development pros are in North Carolina. But whatever else Kuykendall cultivated in that mountainous land, it yielded a descendant who’s acknowledged as one of the state’s best.

#24

HENDERSON COUNTY PUBLIC SCHOOLS RANKS 24TH AMONG THE BEST SCHOOL DISTRICTS IN NORTH CAROLINA

12% OF HENDERSON COUNTY’S WORKFORCE IS IN THE MANUFACTURING SECTOR, VERSUS A STATEWIDE AVERAGE OF 10%

$422,000 MEDIAN HOME VALUE ZILLOW.COM

Brittany Brady, Kuykendall’s great-great-great-great-great-greatgranddaughter, safeguards the county’s prosperity as president of the Henderson County Economic Development Partnership. “Ultimately, what we do is create and retain quality jobs that have strong investment,” she says. at is less literal than her famous forebear’s buried treasure junket. But the yield, in dollars and jobs, is counted in the hundreds of millions of dollars.

It’s a pretty nice pot. Visiting there, I kept hearing about Brady’s preternatural capacity to blend the past with an eye on smart sustainability and growth. Her innate vision to retain the region’s character while expanding manufacturing jobs is best told through the partnership’s innovative “Made in Henderson” workforce development strategy.

It’s part of what she calls “placemaking.”

“When you can create a culture like Henderson County has,” she says, “you’re not just saying we have a good place to live, but you make it tangible. … Anybody can say they have a great park, or pretty views, but when you start building culture with your development, that’s what placemaking really is.”

ink Sierra Nevada Brewing. e $100 million brewing and distribution complex on 200 forested acres in Mills River opened in 2014. A glass-smooth road there winds past hemlocks and maples to a beautiful facility o ering tastings, tours, food, and music on three stages.

“It’s mountain, family-friendly culture,” Brady says. e county has been synonymous with retirement, but Brady says Sierra Nevada, along with high-tech manufacturers and medical-related industries, are attracting more early-to-mid-career workers.

Sierra and

Who cares if some have one foot in the weekend?

“ ey know our people can go kayaking in the morning and still get to the o ce at 8 and work a full day,” she says.

Brittany Brady

Rural Route is a Business North Carolina column authored by veteran journalist Bill Horner III. He will focus on key issues in less populated parts of the state.

food,

The stigma of manufacturing

Brady’s 14-year journey through the economic development sphere is replete with wins. Among the recent: a state-sanctioned “selectsites” designation for the Ferncliff Park manufacturing site; recovery from the loss of Continental’s car brakes facility in Fletcher (the redeveloped plant has a growing list of high-tech tenants); the 41-acre Garrison Industrial Park, and expansion among existing manufacturers. Christopher Chung, the CEO of the Economic Development Partnership of North Carolina, picked Brady to serve on his 16-member Economic Development Advisory Council. And later this year, she’ll become president of the N.C. Economic Development Association.

The buy-in Brady engenders is epitomized by the “Made in Henderson” work. Similar programs exist around the state, but Henderson’s was born out of necessity. John “Chip” Gould, an entrepreneur who helped create the county partnership in 1993, says its genesis was an informal labor study by a local plant manager around 2010. It showed 1,000 industrial workers in Henderson would reach retirement age in five years.

“A wake-up call,” Gould remembers.

The partnership shifted its workforce mindset from academics – “You go to school, you go to college.’ That’s it,” Gould says – to career and technical education. It morphed again with a new cradle-to-career model promoted in Henderson’s public schools to ensure well-paying jobs at the county’s 130-plus manufacturing companies. Brady and her colleagues Emily Martin and Jamie Justus work with manufacturers to open their doors, engaging students, educators and parents, “saying, ‘Here’s an option,’” Gould says.

The county has 8,000 technical and manufacturing jobs; wages average $66,000. Around 800 work in the $3 billion tourism industry, but those wages average $30,000. Still, stigma about manufacturing presented a challenge. Scott Moore, director of High Schools and Career and Technical Education at Henderson County schools, says at first it was a tough sell. Some families envisioned manufacturing as “dirty” work, less desirable than jobs requiring a college degree.

That’s dispelled during tours the partnership regularly arranges with manufacturers. Students pass through clean rooms en route to gleaming shop floors. Some students also notice new pickup trucks in parking lots owned by former students they know — grads who never left the county to find work.

“It’s starting to turn the needle here,” Moore says. “Kids are blown away on these tours …. Kids don’t always want to leave, and there’s a path here to a good career and a good wage.”

Brady was the key to getting it all rolling.

“She’s magnetic … she’s just a great person — super, super-motivated, and very organized,” says Moore. “Any mention of an obstacle or a barrier, and she just says, ‘I’ll take care of it.’ She works to make things work.”

Will Buie, an engineer who chairs the partnership, says Brady’s innate familiarity with and insights into county needs keeps the organization’s DNA innovative. “Made in” shows locals who’d prefer to stay in those pristine natural environs that you don’t have to leave. It helps “build the bench” for manufacturers, and sends a message that the partnership is a problem-solver.

”When we get in a room with industry officials who are making decisions, they’re like, ‘Wow. This is a community that’s really trying to do something about workforce,’” Buie says.

In promotional “Made in” videos, students on camera initially balk at manufacturing work. But the marketing shift has made it clear: If you’re from here, gainful employment opportunities awaits.

Brady’s original goal was a hospitality career. After a bachelor’s degree at East Tennessee State University and a master’s degree at the University of South Carolina, she had an internship at the Biltmore Estate. Finding the late hours didn’t suit her, she joined the three-person partnership office in a marketing post in 2010.

▲‘Made in Henderson County’ started in 2012 and has provided more than 4,000 local piublic school students a closer look at manufacturing careers. Other counties have replicated the program across the state.

Gould, who taught Brady’s fourth grade Sunday school class, delighted in her return: “She did her thing, then came back,” he says.

Brady worked through business development and vice president positions under Andrew Tate, who had led the partnership since 2007. When Tate departed for the N.C. Railroad Company, the executive committee promoted Brady. (Tate is now a senior economic developer for Duke Energy in Raleigh.)

Making a difference

Recruiting companies is an art form, but Chung says “it’s not rocket science.” While this or that may tip the scale, when decision-makers take measure of a site, first impressions are critical. When the face of development has roots, too, it’s advantageous.

“When you as a community economic developer get to tell a prospect what your community is about, and why we want you here, why you should want to be here, that’s a strong part of the sales process,” he says. “Brittany’s always thinking about how to make the community better.”

Gould calls Brady “protective,” adding: “She makes sure that what we bring in is high-quality operations with good wages — good for Henderson County, good for the region, very mindful of our agricultural base,” he says. “That’s part of her heritage.”

Hurricane Helene killed 12 people in Henderson County; agriculture losses alone were more than $135 million. After calling every single manufacturer to check in, Brady answered a call from the county to procure supplies. “The water, the food, whatever we needed for Henderson County,” Gould says, despite no phone, internet or roads.

“I don’t know how she did it, but she did,” he says. “That just goes back to your passion for Henderson County. That’s just what you do, and she did it because she could.”

Now, Brady is helping lead the recovery plan. “This was not in my playbook a year ago,” she says. If anything, it’s created more ambition: “We’re digging into product development more aggressively and trying to make Henderson County better than it was before.”

The mystery of the cash hidden away by Kuykendall lingers. Brady hopes to stick around, too.

“Henderson County is home for me,” she says. “I don’t know if I’ll be in this position forever, but I hope to continue to grow. I like to do work that I feel like is making a difference.”■

Bill Horner III is a third-generation newspaper publisher who was an owner and editor of The Sanford Herald and the Chatham News + Record. He and his wife Lee Ann live in Sanford. Reach him at bhorner@businessnc.com

GRANT GIVES WORKFORCE DEVELOPMENT A BOOST

A recently announced accelerated college-to-career program, which will be available at 15 N.C. Community College System campuses by next year, is expected to increase graduation rates, helping the state meet its future workforce needs.

Committed to meeting

North Carolina’s workforce development needs, N.C. Community College System is launching Boost, a combination of timely and relevant supports, dedicated advising for students and incentives to accelerate their education. Philanthropist Arnold Ventures provided a grant of more than $35.6 million — the largest private grant ever given to the system — to fund its launch. The non-partisan and nonprofit North Carolina Community Colleges Foundation will partner with the state Community College System to manage the grant program.

Boost is a partnership between the state, the community college system, individual community colleges and students. It invests in students, so they can get good jobs that help their communities. The model for the program has a proven

track record, doubling graduation rates in several other states. “The City University of New York’s Accelerated Study in Associate Programs model is the gold standard for increasing completion in higher education,” says Jeff Cox, community college system president. “In the N.C. Community Colleges Boost implementation, we have taken that model and aligned it with North Carolina’s workforce development goals as specified in the PropelNC initiative. This is how we will ensure the maximum benefit for our students and our state. Participants will quickly move through college into

the careers that our policymakers have identified as most important to North Carolina’s economic success.”

Houston-based Arnold Ventures supports research into the country’s mostpressing issues and finding evidence-based solutions to address them. Its focuses include education, criminal justice, health, infrastructure and public finance. It advocates for bipartisan policy reforms that lead to lasting, scalable change. “Arnold Ventures is excited to support N.C. Community Colleges Boost, and we have the utmost confidence in North Carolina’s ability to successfully implement this evidence-based program tailored to the unique needs and culture

With 58 campuses from Murphy to Manteo, N.C. Community College System offers residents a host of programs, from career readiness to degree. Many of the campuses also offer industry specific training, including aviation in the Triad, energy in Charlotte and boat building on the coast. Taking advantage of the system’s varied offerings is easy; almost every resident is a 30-minute or less drive from a campus.

Jeff Cox, N.C. Community College System president

of North Carolina,” says Kirby Smith, Arnold Ventures’ executive vice president of strategy and programs. “By aligning the program’s goals with the workforce development goals identified by the PropelNC initiative, state leaders are ensuring that students will not only improve their economic security but will contribute to a thriving North Carolina economy.”

CUNY Chancellor Félix V. Matos Rodríguez says its ASAP program has doubled the graduation rate of participating students in a cost-effective manner.

Kirby Smith, Arnold Ventures executive vice president of strategies and programs

Cox expects the same results in North Carolina. “What makes this especially exciting is the opportunity to demonstrate

N.C. Community Colleges Boost a program designed to quickly move students into the high-wage, highdemand careers that will drive North Carolina’s future prosperity.

55

number of available workers for every 100 job openings in North Carolina, according to U.S. Chamber of Commerce.

success through our pilot and then scale it statewide — something few other states have done,” he says. “We are fully committed to transparency and will track and report the program’s results regularly, ensuring policymakers can clearly see the return on investment. This is an exciting day for North Carolina businesses, companies looking to relocate to a state dedicated to world-class workforce development and for the residents of North Carolina. We expect the North Carolina Community College System Boost program to make a significant, positive

16.6% increase in total curriculum graduates from 2014-2015 to 2023-2024.

contribution to our state’s economic future.”

Launching over the next two years with technical assistance from CUNY ASAP National Replication Collaborative, Boost will serve students at eight colleges across the state this year, and it will expand to seven more next year. Those campuses are Alamance Community College, Bladen Community College, Caldwell Community College & Technical Institute, Cape Fear Community College, Central Carolina Community College, Central Piedmont Community College, Cleveland Community College, Forsyth Tech, Isothermal Community College, Johnston Community College, McDowell Technical Community College, Robeson Community College, Sampson Community College, Wake Technical Community College and Western Piedmont Community College. ■

15

number of N.C. Community Colleges that will offer Boost by 2026.

$35.6 million

Arnold Ventures’ grant, the largest ever received by the system, to help launch Boost.

615,508 number of students enrolled in N.C. Community College System in 2023-2024.

COMMUNITY COLLEGES ACROSS THE STATE

ALAMANCE COMMUNITY COLLEGE Burlington, Graham | alamancecc.edu

ASHEVILLE-BUNCOMBE TECHNICAL COMMUNITY COLLEGE Arden, Asheville, Candler, Marshall, Woodfin abtech.edu

BEAUFORT COUNTY COMMUNITY COLLEGE Washington | beaufortccc.edu

BLADEN COMMUNITY COLLEGE Dublin | bladencc.edu

BLUE RIDGE COMMUNITY COLLEGE Brevard, Flat Rock, Hendersonville blueridge.edu

BRUNSWICK COMMUNITY COLLEGE Bolivia, Carolina Shores, Leland, Southport brunswickcc.edu

CALDWELL COMMUNITY COLLEGE AND TECHNICAL INSTITUTE Boone, Hudson | cccti.edu

CAPE FEAR COMMUNITY COLLEGE Burgaw, Castle Hayne, Hampstead, Wilmington cfcc.edu

CARTERET COMMUNITY COLLEGE Morehead City | carteret.edu

CATAWBA VALLEY COMMUNITY COLLEGE Conover, Hickory, Newton, Taylorsville cvcc.edu

CENTRAL CAROLINA COMMUNITY COLLEGE Dunn, Lillington, Pittsboro, Sanford, Siler City cccc.edu

CENTRAL PIEDMONT COMMUNITY COLLEGE Charlotte, Huntersville, Matthews | cpcc.edu

CLEVELAND COMMUNITY COLLEGE Shelby | clevelandcc.edu

COASTAL CAROLINA COMMUNITY COLLEGE Jacksonville | coastalcarolina.edu

COLLEGE OF THE ALBEMARLE Barco, Edenton, Elizabeth City, Manteo albemarle.edu

CRAVEN COMMUNITY COLLEGE Havelock, New Bern | cravencc.edu

DAVIDSON COUNTY COMMUNITY COLLEGE Bermuda Run, Lexington, Mocksville, Thomasville | davidsonccc.edu

DURHAM TECHNICAL COMMUNITY COLLEGE Durham, Hillsborough | durhamtech.edu

EDGECOMBE COMMUNITY COLLEGE Rocky Mount, Tarboro | edgecombe.edu

FAYETTEVILLE TECHNICAL COMMUNITY COLLEGE, Fayetteville, Fort Bragg, Spring Lake faytechcc.edu

FORSYTH TECHNICAL COMMUNITY COLLEGE Kernersville, King, Walnut Cove, Winston-Salem forsythtech.edu

GASTON COLLEGE Belmont, Dallas, Lincolnton | gaston.edu

GUILFORD TECHNICAL COMMUNITY COLLEGE Colfax, Greensboro, High Point, Jamestown gtcc.edu

HALIFAX COMMUNITY COLLEGE Weldon | halifaxcc.edu

HAYWOOD COMMUNITY COLLEGE Clyde | haywood.edu

ISOTHERMAL COMMUNITY COLLEGE Columbus, Rutherfordton, Spindale isothermal.edu

JAMES SPRUNT COMMUNITY COLLEGE Kenansville | jamessprunt.edu

JOHNSTON COMMUNITY COLLEGE Clayton, Four Oaks, Smithfield | johnstoncc.edu

LENOIR COMMUNITY COLLEGE Kinston, La Grange, Pink Hill, Snow Hill, Trenton lenoircc.edu

MARTIN COMMUNITY COLLEGE Williamston, Windsor | martincc.edu

MAYLAND COMMUNITY COLLEGE Burnsville, Newland, Spruce Pine | mayland.edu

MCDOWELL TECHNICAL COMMUNITY COLLEGE Marion | mcdowelltech.edu

MITCHELL COMMUNITY COLLEGE Mooresville, Statesville | mitchellcc.edu

MONTGOMERY COMMUNITY COLLEGE Troy | montgomery.edu

NASH COMMUNITY COLLEGE Rocky Mount | nashcc.edu

PAMLICO COMMUNITY COLLEGE Bayboro, Grantsboro | pamlicocc.edu

PIEDMONT COMMUNITY COLLEGE Roxboro, Yanceyville | piedmontcc.edu

PITT COMMUNITY COLLEGE Winterville | pittcc.edu

* Colleges who are featured advertisers are highlighted in boxes.

RANDOLPH COMMUNITY COLLEGE Asheboro | randolph.edu

RICHMOND COMMUNITY COLLEGE Hamlet, Laurinburg | richmondcc.edu

ROANOKE-CHOWAN COMMUNITY COLLEGE Ahoskie | roanokechowan.edu

ROBESON COMMUNITY COLLEGE Lumberton | robeson.edu

ROCKINGHAM COMMUNITY COLLEGE Wentworth | rockinghamcc.edu

ROWAN-CABARRUS COMMUNITY COLLEGE Concord, Kannapolis, Salisbury | rccc.edu

SAMPSON COMMUNITY COLLEGE Clinton | sampsoncc.edu

SANDHILLS COMMUNITY COLLEGE Pinehurst, Raeford, Robbins, Carthage sandhills.edu

SOUTHEASTERN COMMUNITY COLLEGE Whiteville | sccnc.edu

SOUTH PIEDMONT COMMUNITY COLLEGE Monroe, Polkton, Wadesboro | spcc.edu

SOUTHWESTERN COMMUNITY COLLEGE Sylva | southwesterncc.edu

STANLY COMMUNITY COLLEGE Albemarle, Locust | stanly.edu

SURRY COMMUNITY COLLEGE Dobson, Elkin, Mount Airy, Pilot Mountain, Yadkinville surry.edu

TRI-COUNTY COMMUNITY COLLEGE Marble, Murphy, Robbinsville | tricountycc.edu

VANCE-GRANVILLE COMMUNITY COLLEGE Creedmoor, Henderson, Louisburg, Warrenton vgcc.edu

WAKE TECHNICAL COMMUNITY COLLEGE Cary, Morrisville, Raleigh, Wake Forest, Zebulon waketech.edu

WAYNE COMMUNITY COLLEGE Goldsboro | waynecc.edu

WESTERN PIEDMONT COMMUNITY COLLEGE Morganton | wpcc.edu

WILKES COMMUNITY COLLEGE Sparta, West Jefferson, Wilkesboro wilkescc.edu

WILSON COMMUNITY COLLEGE Wilson | wilsoncc.edu

BLADEN COMMUNITY COLLEGE: OFFERING ROBUST SUPPORT

Bladen Community College (BCC) is a public community college located in Dublin, North Carolina, with a strong commitment to providing accessible, high-quality education and workforce development opportunities. Established in 1967, Bladen CC serves Bladen County by offering a range of academic programs designed to meet the diverse needs of students. These include associate degrees, diplomas, and certificates in fields such as business, healthcare, information technology, criminal justice and education. In addition to these academic offerings, Bladen CC provides adult education services, including high school credentialing and English as a Second Language (ESL) programs.

One of the standout features of Bladen Community College is its robust support for entrepreneurship through its Small Business Center (SBC). The SBC is dedicated to fostering the growth of small businesses and entrepreneurs in Bladen County. The center offers a variety of resources designed to help local business owners succeed, including one-on-one counseling, workshops and seminars. Through personalized counseling sessions, entrepreneurs receive guidance on business planning, marketing, financing and other critical aspects of managing and growing a small business.

Additionally, Bladen CC’s Small Business Center hosts a series of seminars and training programs throughout the year, covering topics such as digital marketing, financial management and business development. These seminars are designed to provide entrepreneurs with the knowledge and skills they need to navigate the challenges of running a small business. By offering these services, Bladen CC plays a key role in strengthening the local economy and supporting job creation in the region.

In addition to its academic programs and business development services, Bladen Community College remains deeply involved in the local community. The college’s faculty, staff and students participate in a variety of outreach efforts, from community service projects to partnerships with local industries. As part of the North Carolina Community College System, Bladen CC ensures that its students receive a highquality education aligned with state and national standards.

Whether students are seeking to transfer to a four-year institution, enter the workforce, or build their own business, Bladen Community College provides a supportive environment to help them achieve their goals.

7418 NC Hwy 41W Dublin, NC 28332

910.879.5500

BLADENCC.EDU

ALAMANCE COMMUNITY COLLEGE: YOU BELONG HERE

Alamance Community College (ACC), strategically located between North Carolina’s Research Triangle and Piedmont Triad, has seen an impressive 16% enrollment growth under the leadership of President Dr. Ken Ingle. ACC’s Continuing Education division plays a vital role in community and economic development by offering diverse programs that enhance workforce skills. These include the Small Business Center, which aids local entrepreneurs through workshops and counseling, and the Corporate Education sector, which provides customized training tailored to specific business needs. Additionally, ACC offers personalized training options for professional development, making it a hub for lifelong learning. These initiatives not only reflect ACC’s commitment to empowering individuals but also boost the economic vitality of the region. For more on ACC’s innovative programs and community impact, visit its website, alamancecc.edu.

MAIN

CENTRAL PIEDMONT COMMUNITY COLLEGE: BUILDING A STRONGER WORKFORCE

How Central Piedmont Community College Partners with Businesses for Success

In an era of rapid change and economic uncertainty, businesses must be agile, innovative, and forward-thinking to stay competitive. A company’s greatest asset — its workforce — plays a pivotal role in its success, making talent development a top priority for industry leaders. Across the Charlotte region, organizations are turning to Central Piedmont Community College as a trusted partner in navigating workforce readiness challenges.

For more than 60 years, Central Piedmont has worked alongside businesses to identify skills gaps, create tailored training programs, and support career pathways that meet industry demands. Through meaningful partnerships, the college helps employers address pressing questions: How can we attract and retain top talent? What skills are critical for future success? How do we cultivate a culture of continuous learning and adaptability?

A Collaborative Approach to Workforce Development

Unlike traditional educational institutions that operate on fixed curricula, Central Piedmont takes a dynamic, business-focused approach. The college engages directly with companies to understand their challenges and develop customized solutions that drive results. This level of collaboration ensures that education is theoretical, practical, relevant, and immediately applicable in the workplace.

A key aspect of this partnership is talent acquisition. Many businesses struggle to find skilled workers, particularly in high-demand industries such as advanced manufacturing, healthcare, and IT. Through internships, apprenticeships, and direct recruitment opportunities, Central Piedmont helps bridge the gap between students and employers, creating a seamless transition from education to employment.

Investing in People, Investing in the Future

Equally important is ongoing talent development. As industries evolve, companies must ensure their employees remain competitive and equipped with the latest knowledge and skills. Central Piedmont offers hundreds of courses leading to industry-recognized certifications to help businesses upskill their workforce. Whether it’s leadership training, process improvement, or technical certifications, these programs are designed to be flexible — delivered online, in person, or even on-site at a company’s location.

But workforce development isn’t just about training; it’s about engagement. Many business leaders recognize the value of mentoring the next generation, sharing insights, and shaping curricula to reflect real-world needs. Through advisory boards, employer panels, and guest lecturing opportunities, companies have a direct hand in shaping the future workforce.

A Stronger Business Community, Together

As the business landscape evolves, industry and education partnerships will be more critical than ever. By working together, companies and institutions like Central Piedmont can build a talent pipeline that fuels economic growth and innovation—not just today but for years to come.

1201 Elizabeth Ave. Charlotte, NC 28204

704.330.2722

CPCC.EDU

GASTON COLLEGE: TEXTILE & FIBER INNOVATION

Gaston College’s Fiber Innovation Center, which will open in Spring 2025, will set a new standard for innovation and education in fiber technology. As the first facility of its kind in the region, the center will be a game-changer for textile manufacturers, entrepreneurs, and students looking to shape the industry’s future.

The center, equipped with state-of-the-art technology, will offer 39,000 square feet of research capabilities and product development to drive the next generation of sustainable, highperformance fibers. From innovative fabric engineering to smart textiles, the center will provide hands-on training and collaboration opportunities for businesses and students.

Companies seeking to stay ahead in the competitive textile market will be able to leverage the center’s expertise in fiber science, testing, and production solutions. The center will offer a wealth of resources in one facility, eliminating costly travel currently necessary to access the materials and technology needed for research and development, testing and production.

Textile students at Gaston College will gain direct access to industry-leading tools and mentorship, ensuring they graduate ready to make an impact. With a focus on sustainability and advancement, the Fiber Innovation Center won’t just prepare the workforce of tomorrow — it will lead the charge in fiber innovation today.

GASTON.EDU

PITT COMMUNITY COLLEGE: SPARKING OPPORTUNITIES!

Dr. Maria Pharr, the new president of Pitt Community College (PCC), brings renewed energy to a college undergoing dynamic growth and innovation. Among the exciting developments is a $17.7 million welding facility currently under construction and set to open early next year. This state-of-theart building will significantly expand PCC’s renowned welding program — the largest in the state. With 96 welding booths and space for robotic welding instruction, the facility will offer cutting-edge training and introduce new curriculum options to prepare students for high-demand careers.

Pharr, who previously served as PCC’s Assistant Vice President of Academic Affairs from 2011 to 2014, has returned to the college with a deepened appreciation for its transformative role in the community. “I’ve always known PCC was special, but in my first few months back, I’ve seen how truly far-reaching its impact is,” she shared. “The community’s recognition of the educational opportunities we provide and their understanding of the value we bring to the region have been incredibly inspiring.”

“I’ve always known PCC was special, but in my first few months back, I’ve seen how truly far-reaching its impact is,”

– Dr. Maria Pharr President, Pitt Community College

The new welding facility exemplifies the strong partnership between PCC and the local community. Recognizing the college’s pivotal role in workforce development, the Pitt County Commissioners allocated $16.4 million to make this project a reality. “Our 70+ programs of study equip the region with the skilled workforce needed to attract and retain businesses,” Pharr noted. “Local leaders recognize PCC as a driving force behind economic growth. By preparing a highly skilled workforce, we are directly contributing to the prosperity of our region.”

Serving over 17,000 students annually, PCC is committed to a diverse student population, including recent high school graduates, adult learners, veterans, and those re-entering the workforce. The college offers both traditional degree programs and short-term training focused on industry certifications and licensures that allow students to enter the workforce quickly. Additionally, PCC collaborates closely with local businesses to offer apprenticeship opportunities that combine hands-on training with paid employment. These programs not only meet the increasing demand for skilled workers but also create valuable pathways for students to build rewarding careers while gaining practical experience.

Beyond workforce development, PCC plays a vital role in enhancing community life. The college offers a variety of personal enrichment programs in art, music, and language, alongside professional development workshops tailored to local needs. Whether advancing career aspirations or exploring personal interests, PCC serves as a cornerstone of opportunity and growth, driving progress across the region.

1986 Pitt Tech Road

Winterville, NC 28590-7822

mailing address: PO Drawer 7007 Greenville, NC 27835-7007

PITTCC.EDU

Reviewing on-site plans for the new welding building are, from left: John Farkas, President and Principal Architect of JKF Architecture; Dr. Maria Pharr, Pitt Community College President; and Patrick Medlin, Project Superintendent of J.M. Thompson.

WAKE TECH COMMUNITY COLLEGE: BUILDING THE REGION’S TALENT PIPELINE

When pharmaceutical giant Amgen decided to expand its Holly Springs manufacturing facility, an innovative partnership at Wake Tech was a critical factor in its decision. Leaders at Wake Tech and Amgen developed a program to prepare the company’s workforce that’s so comprehensive it breaks the mold for a typical customized training project.

Future Amgen employees get their start in BioWork programs at one of several state community colleges, including Wake Tech. They’re then hired as full-time paid apprentices at Amgen, first taking a rigorous array of college degree courses at Wake Tech, where they earn certificates in BioQuality and BioManufacturing. The Amgen apprentices also receive additional advanced training at the NCCCS BioNetwork Capstone Center located on NCSU’s Centennial Campus plus customized training in skills ranging from team building, financial money management and IT. After six months, they’re ready for on-the-job training back at the Amgen facility, and once successfully completed, are highly skilled employees destined for success.

Today, Amgen is one of approximately 160 Wake County employers partnering with Wake Tech on apprenticeship programs. Expect the unexpected at Wake Tech. Whatever the industry, whatever the skills you need.

9101 Fayetteville Road Raleigh, NC 27603

919-866-5000

APPRENTICESHIP.WAKETECH.EDU

SAMPSON COMMUNITY COLLEGE: LET’S CONNECT

Sampson Community College (SCC) is a cornerstone of education and workforce development in Clinton, North Carolina. Committed to student success, SCC provides highquality, affordable education and training that prepares students for careers, further education, and personal growth. Whether pursuing a degree, certification, or workforce training, students find diverse opportunities designed to meet the evolving needs of the community.

With the motto “Begin Here, Go Anywhere,” SCC offers associate degrees, diploma and certificate programs, university transfer pathways, and specialized workforce training in fields such as healthcare, agriculture, business, truck driving, fire and emergency services, and heavy equipment operation. The college also provides lifelong learning through continuing education and customized industry training to ensure a skilled local workforce.

SCC is continually expanding to better serve students and the community. Recent developments include expanded student activity space, modernized classrooms, and expanded training facilities for high-demand fields like solar energy and heavy equipment operation. The college’s ongoing campus improvements reflect its commitment to providing cuttingedge education and hands-on training opportunities.

Fostering an inclusive and welcoming environment, SCC actively supports students of all backgrounds. Initiatives like Juntos Family Night and bilingual information sessions ensure accessibility for diverse populations. Community engagement is a priority, with events like the Health Science Career Fair and Let’s Connect Sampson County helping students explore career opportunities and connect with local employers.

Innovation is central to SCC’s mission. Programs like the Solar Training Bootcamp and the Fire Academy provide hands-on experience and industry-recognized certifications, equipping students with the skills needed for immediate employment. The college also partners with local businesses, schools and organizations to strengthen educational pathways and workforce readiness.

Sampson Community College remains dedicated to academic excellence, workforce development and community engagement. Through campus expansions, innovative programs and strong partnerships, SCC continues to provide a foundation for success. Begin Here, Go Anywhere is more than a motto — it’s a promise to students and the community.

About Sampson Community College: Sampson Community College is a member of the North Carolina Community College System, located in Clinton, NC in Sampson County. The college offers many programs to include two-year degrees, college transfer, continuing education and workforce development options and early college education. 1801

CALDWELL COMMUNITY COLLEGE AND TECHNICAL INSTITUTE: PARTNERSHIPS MATTER

At Caldwell Community College and Technical Institute, we believe that partnerships matter. The partnerships the college has built with our government, education, public safety, and business and industry partners are critical for helping us meet the educational and training needs of the citizens of Caldwell and Watauga counties and fulfill our mission as The Community’s College.

These partnerships have taken on even more significance in the wake of Hurricane Helene and the devastation it left in western North Carolina. During the critical first few days after the storm, many CCC&TI graduates were on the frontlines with our public safety and utility partners responding to our communities’ needs. Graduates from our programs such as emergency management, paramedic, electrical lineworker, law enforcement and nursing were ready when their communities needed them most.

CCC&TI was also able to provide assistance with a variety of relief efforts in and around our communities in the weeks after the storm. These efforts included getting emergency financial assistance to students and employees, providing space for local utilities to stage repair operations, collecting and distributing supplies and essentials to local families, providing meals and support to first responders and lending our trucks and other equipment to local municipalities to help clear storm debris.

Perhaps one of the most impactful ways we have strengthened partnerships during Hurricane Helene recovery efforts has been working with Watauga County Schools to support the students and families of the Valle Crucis community. After Valle Crucis School suffered catastrophic damage during the storm, WCS reached out to CCC&TI for assistance. Thanks to the work of President Dr. Mark Poarch and Executive Director for the Watauga Campus, Ronny Holste, CCC&TI has provided space for more than 100 Valle Crucis students grades 6 through 8 on our Watauga Campus in Boone while construction of a new school is completed.

While we’ve always valued the relationships we have with our community partners, Hurricane Helene helped us realize how much they matter and the positive impact those partnerships can have when we come together in support of each other, even in the face of enormous challenges. Now, more than ever, partnerships matter.

For more information on Caldwell Community College and Technical Institute, visit www.cccti.edu.

OUR BEST HOSPITALS

BY KEVIN ELLIS AND DAVID MILDENBERG

Asheville’s Mission Hospital started 2024 in crisis. State and federal regulators found the care of patients seriously lacking, putting their well-being at risk. The Centers for Medicare and Medicaid Services put Mission on “immediate jeopardy” of either fixing problems or risk losing Medicare and Medicaid payments, its majority source of funding.

Subsequent inspections found no deficiencies in care, and by February Mission was no longer at threat of losing federal funding. Mission changed CEOs in mid-September. About two weeks later, Mission Hospital faced a new threat, this time from natural disaster as Hurricane Helene swept through western North Carolina, creating unprecedented damage from flooding.

Mission Hospital survived that peril, crediting not only its staff but also the size and responsiveness of its parent company, Nashville, Tennessee-based HCA Healthcare, the largest hospital operator in the country by both number of facilities and net patient revenue.

So how does Mission Hospital rank tied for first —with Duke University Hospital and WakeMed Raleigh — in Business North Carolina’s annual ranking of top hospitals?

BNC creates its list by using more than 25 healthcare metrics, with a significant weighting based on data from the U.S. Centers for Medicare & Medicaid Services. The report includes patient-satisfaction surveys, infections, readmissions and mortality rates for common procedures. Other data includes safety report cards by Washington, D.C.-based nonprofit The Leapfrog Group, distinction awards from insurer Blue Cross and Blue Shield of North Carolina and national performance ratings from U.S. News & World Report.

The methodology to create this list tends to favor large institutions because they gain more points based on national awards and performance rankings. Smaller hospitals perform fewer procedures, which eliminates those institutions from select categories used for calculations.

Many of the Top 25 hospitals on the list are part of larger hospital systems — including Atrium Health, Novant Health, UNC Health, ECU Health and Duke University. There are some independent hospitals cited, including CaroMont Health in Gastonia, Catawba Valley Medical Center and Frye Regional Medical Center, both in Hickory, Iredell Memorial Hospital in Statesville and CarolinaEast Medical Center in New Bern.

CEO: GREG LOWE BEDS: 853

DUKE UNIVERSITY

PRESIDENT: GREGORY PAULY

1,062

WAKEMED RALEIGH

ADMINISTRATOR: BECKY ANDREWS BEDS: 690

NOVANT HEALTH FORSYTH MEDICAL

INTERIM PESIDENT: ALISHA HUTCHENS BEDS: 859

CONE

PRESIDENT: PRESTON HAMMOCK BEDS: 628

PRESIDENT: CHAD SETLIFF BEDS: 489

NOVANT HEALTH

PRESIDENT: SAAD EHTISHAM BEDS: 643

CAROMONT

CEO: CHRIS PEEK BEDS: 476

FACILTY EXECUTIVE: ASHA RODRIGEZ BEDS: 457 ATRIUM HEALTH CABARRUS

ATRIUM

FACILITY EXECUTIVE, VICE PRESIDENT: ALISHIA CAMPBELL BEDS: 373

SENIOR

ATRIUM HEALTH WAKE

PRESIDENT: CATHLEEN WHEATLEY BEDS: 885

PREDIDENT: JANET HADAR BEDS: 1,032 UNC HOSPITALS CHAPEL HILL TIED

CAROLINAEAST

PRESIDENT, CEO: MICHAEL SMITH BEDS: 350

DUKE REGIONAL HOSPITAL DURHAM

INTERIM PRESIDENT, COO: JASON CARTER BEDS: 388

ECU HEALTH MEDICAL CENTER GREENVILLE

PRESIDENT: JAY BRILEY BEDS: 974

FIRSTHEALTH MOORE REGIONAL HOSPITAL PINEHURST

PRESIDENT: JONATHAN DAVIS BEDS: 402

FIRSTHEALTH MOORE REGIONAL HOSPITAL RICHMOND

ADMINISTRATOR: CHRISTY LAND BEDS: 402

DUKE RALEIGH HOSPITAL RALEIGH

PRESIDENT: DR. BARBARA GRIFFITH BEDS: 204

WAKEMED CARY CARY

CEO: TOM HUGHES BEDS: 208

ATRIUM HEALTH WAKE FOREST BAPTIST - HIGH POINT MEDICAL CENTER HIGH POINT

PRESIDENT: JIM HOEKSTRA BEDS: 351

CATAWBA VALLEY MEDICAL CENTER HICKORY

CEO: DENNIS JOHNSON BEDS: 256

UNC HEALTH PARDEE HENDERSONVILLE

CEO: JAY KIRBY BEDS: 222

IREDELL MEMORIAL HOSPITAL STATESVILLE

CEO: JOHN GREEN BEDS: 391

FRYE REGIONAL MEDICAL CENTER HICKORY

CEO: DR. PHILIP GREENE BEDS: 355

NOVANT HEALTH MATTHEWS MEDICAL CENTER MATTHEWS

CEO: ZACK LANDRY BEDS: 157

MISSION HOSPITAL ASHEVILLE

BEDS: 853

PRESIDENT: GREG LOWE

Asheville’s historic natural disaster caused an unforgettable year for Mission Hospital. The hospital’s ER saw more than 500 patients in the first hours after Hurricane Helene blew through the region on Sept 27.

Parent company HCA Healthcare, the nation’s largest hospital operator, directed about 400 colleagues from around the U.S. to provide relief and keep Mission Hospital and its five community hospitals open. Truck convoys supplied the hospital with water for two months while Asheville repaired its municipal service.

Mission Hospital is led by Greg Lowe, who had been North Carolina president of HCA Healthcare, but took on the role of Mission’s CEO in September. The change came months after state and federal regulators cited Mission for failures in following compliance with health and safety regulations. Follow-up state inspections found “no deficiencies.”

For the 10th consecutive year, the Healthgrades research firm named Mission Hospital one of the nation’s 50 Best Hospitals, the only North Carolina facility on the list. That rating is based solely on clinical outcomes. In November, Mission Hospital expanded emergency services by opening the South Asheville ER. The facility has 11 exam rooms and is about 10 miles from the main hospital campus.

TIED

Net patient revenue totaled $1.3 billion in 2023, ranking 11th-largest in the state, according to the Definitive Healthcare research firm. Since HCA paid $1.5 billion for Mission Health in 2019, the publicly traded company has faced intense community criticism. A state lawsuit in 2023 accusing HCA of reneging on a promise to maintain oncology and emergency services is pending. Mission is also appealing a state ruling that permits AdventHealth, a Florida-based not-for-profit, to build a new hospital in Buncombe County.

01

DUKE UNIVERSITY HOSPITAL DURHAM TIED

1,062

With more than 11,000 employees, Duke University Hospital is both a research hospital and a teaching hospital. While second in total number of beds, its net patient revenue of more than $4 billion in 2023 ranked tops in the state, according to the Definitive Healthcare research firm.

For 13 consecutive grading periods, Duke University Hospital has received top scores for patient safety from The Leapfrog Group, a Washington, D.C., group that rates hospitals for patient quality and safety. Its peers, also run by Duke Health, Duke Regional Hospital and Duke Raleigh Hospital, have earned similar grades.

The National Institutes of Health awarded Duke University School of Medicine more than $580 million in federal funding in 2024, tops in North Carolina and seventh nationally. A measure of Duke’s expertise came in August when a 34-year-old Graham man became the second person in the world to receive a BiVACOR Total Artificial Heart as a bridge to a transplant that occurred 10 days later.

In January, Duke Health agreed to join UNC Health’s plan to build a $2 billion freestanding children’s health system in the Triangle. Last year, N.C. lawmakers appropriated $320 million to UNC Health for such a hospital. The partners plan to break ground on the new NC Children’s campus by 2027, with construction expected to take about six years. A location has not been selected.

PRESIDENT: GREG PAULY

WAKEMED RALEIGH RALEIGH TIED

BEDS: 690

ADMINISTRATOR: BECKY ANDREWS

WakeMed Raleigh is the largest hospital in Wake County by number of beds, but it faces competition in its backyard from hospitals affiliated with UNC Health and Duke Health, two of the world’s top academic health systems. Its $1.3 billion in net patient revenue in 2023 compared with $1.5 billion at UNC Health Rex and $682 million at Duke Raleigh Hospital.

WakeMed delivers more babies than any other health system in the county. With nearly 10,000 births reported during its 2024 fiscal year, a new kindergarten class is born within the WakeMed system every day. WakeMed’s maternity care is one of just 168 hospitals to receive a five-ribbon performance ranking by Newsweek, based on data from Statista. WakeMed also has received straight A grades seven times in a row from The Leapfrog Group, a Washington, D.C.-based group that rates hospitals on patient safety.

WakeMed Cancer Care, which opened in 2022 near the main campus, marked its 10,000th patient served in 2024. A second Cancer Care facilty opened two months later in Cary in 2022 and a third will open this year in north Raleigh. The outpatient practice has grown to more than 80 staff members and providers.

WakeMed won approval from the state in 2023 to build a $214 million, 31-bed hospital in Garner. It is also seeking to add 21 beds to its main campus in an application with the N.C. Department of Health and Human Services.

04

VICE PRESIDENT: ASHA RODRIGUEZ

NOVANT HEALTH FORSYTH MEDICAL CENTER WINSTON-SALEM

BEDS: 859

PRESIDENT: ALISHA HUTCHENS

BEDS: 457 | 2023 RANK: 7

Novant Health’s flagship Triad hospital got bigger this year after the January completion of its $400 million multiyear expansion that includes a five-story, 193,000-square-foot critical care tower. Since the project started in 2019, contractors renovated and expanded the site’s women’s and children’s center, cafeteria and energy operations.

The hospital’s nearly 3,900 employees are led by Alisha Hutchens, who was promoted from chief operating officer to succeed former President Chad Setliff. In October, he jumped to a new post as CEO of Raleigh’s UNC Rex hospital, which is part of UNC Health.

The second-biggest hospital in the Triad opened in 1964. It serves a 20-county region. Net patient revenue totaled $1.7 billion in 2023, ranking seventh-largest in the state, according to the Definitive Healthcare research firm. Novant Health ranks as the state’s second-largest healthcare system with annual revenue of about $10 billion.

05 TIED

CONE HEALTH MOSES H. CONE HOSPITAL GREENSBORO

BEDS: 628

PRESIDENT:

PRESTON HAMMOCK

Cone Health hasn’t changed its name, leadership or mission, but a merger last year provides more financial firepower and a renewed focus. Kaiser Permanente’s startup Risant Health business combined with Cone after committing at least $1.4 billion in capital over the next five years and as much as $300 million more over the next decade.

That includes at least $1 billion in capital for investments in facilities, health equity and other capital projects. The money will be from internal generated funds or Risant. The hospital expects to open a five-story, $160 million heart and vascular tower at its main campus later this year. A smaller similar facility opened in April at Cone Health’s Alamance Medical Center.

Cone Health was formed in 1953 and now employs 13,000 people and more than 700 physicians, plus 1,800 partner physicians. It has four acute-care hospitals. Read more about Cone Health on page 52.

05 TIED

UNC HEALTH REX RALEIGH

BEDS: 489

PRESIDENT: CHAD SETLIFF

UNC Health Rex hired a new leader last year, Chad Setliff, to help expand its strong Wake County operations. He previously had led Forsyth Medical Center, the flagship Novant Health hospital in Winston-Salem. The U.S. Military Academy graduate had worked at Novant Health for 20 years.

UNC Rex is the state’s eighth-biggest hospital based on patient revenues. It has submitted plans to add 20 acute-care beds and two operating rooms. Setliff also oversees the UNC Health Rex hospital in Holly Springs that opened in 2021 and is aiding the group’s effort to gain state approval for a $460 million, 50-bed hospital in Wake Forest.

UNC Rex is the sole hospital in North Carolina, and among only 18 nationwide, to receive 22 consecutive “A” grades every year since 2012, when the Washington, D.C.-based Leapfrog Group started rating hospitals twice per year for patient quality and safety.

This is a ranking of N.C. acute-care hospitals based on the percentage of patients who would recommend the hospital to others. The Hospital Consumer Assessment of Healthcare Providers and Systems’ survey is completed by adult hospital patients from 48 hours to six weeks after discharge.

Health insurer Blue Cross Blue Shield of North Carolina recognizes hospitals for their quality of care in various specialties, based on patient safety data and input from the medical community. These hospitals were designated as Blue Distinction Centers as of late January 2025.

NEW HOSPITAL

ANNOUNCEMENTS

Several new hospitals are being planned in North Carolina, including a children’s hospital, a hospital in Weaverville and a hospital in Wake Forest.

NC CHILDREN’S HOSPITAL: A partnership between UNC Health and Duke Health to build a standalone children’s hospital in the Triangle region. Organizers say $2 billion is expected to be invested in the project.

ADVENTHEALTH HOSPITAL in Weaverville: A $109 million hospital with 93 beds is expected to be completed in fall 2027.

UNC HEALTH HOSPITAL IN WAKE FOREST: A $462.1 million, 50-bed community hospital is proposed for northeast Raleigh. Final state approval is pending.

ATRIUM HEALTH LAKE NORMAN: A 30-bed, 170,000-square-foot hospital is expected to open this year in Cornelius in north Mecklenburg County.

ATRIUM HEALTH CAROLINAS MEDICAL CENTER: This is an expansion at the institution’s main campus near uptown Charlotte.

WAKE FOREST UNIVERSITY SCHOOL OF MEDICINE - CHARLOTTE: First-year medical students arrive at the Mecklenburg County campus of the Winston-Salembased school, starting later this year.

NORTH CAROLINA

UNC Health Nash, Rocky Mount

Knee and hip replacement; maternity care

Novant Health New Hanover Regional Medical Center, Wilmington

Bariatric surgery; cardiac care; knee and hip replacement; spine surgery

Maria Parham Health, Henderson Maternity care

Novant Health Kernersville Medical Center, Kernersville

Bariatric surgery

Novant Health Presbyterian Medical Center, Charlotte

Bariatric surgery; cardiac care; knee and hip replacement

Novant Health Rowan Medical Center, Salisbury

Bariatric surgery; knee and hip replacement

Onslow Memorial Hospital, Jacksonville

Maternity care

UNC Health Pardee, Hendersonville

Bariatric; knee and hip replacement

Rutherford Regional Health System, Rutherfordton A Duke LifePoint Hospital

Knee and hip replacement

Sentara Albemarle Medical Center, Elizabeth City

Bariatric surgery; maternity care

UNC Medical Center, Chapel Hill

Bariatric surgery; cardiac care; knee and hip replacement; spine surgery; adult heart transplant; adult liver transplant-deceased donor; adult bone marrow/stem cells transplant; pediatric heart transplant; pediatric bone marrow/stem cells transplant; pediatric kidney transplant; adult kidney transplant - deceased

UNC Health Lenoir, Kinston

Bariatric surgery

UNC Health Rex, Raleigh

Bariatric surgery; cardiac care; knee and hip replacement; spine surgery

Atrium Health Wake Forest Baptist HealthDavie Medical Center, Bermuda Run

Knee and hip replacement

Atrium Health Wake Forest Baptist HealthHigh Point Regional Medical Center, High Point

Bariatric surgery; knee and hip replacement

Atrium Health Wake Forest Baptist HealthLexington Medical Center

Knee and hip replacement

Atrium Health Wake Forest Baptist Medical Center, Winston-Salem

Bariatric surgery; knee and hip replacement; spine surgery; adult heart transplant; adult bone marrow/stem cells transplant; adult kidney transplant-deceased donor; adult kidney transplant living donor; pediatric kidney transplant

WakeMed Cary Hospital, Cary

Bariatric surgery; knee and hip replacement; maternity care

WakeMed Raleigh Campus, Raleigh

Knee and hip replacement; maternity care; spine surgery

Wilson Medical Center, Wilson A Duke LifePoint Hospital

Knee and hip replacement

Source: Blue Cross Bule Shield of North Carolina

LARGEST HOSPITALS, BY REVENUE

2025

AdventHealth, Hendersonville

Atrium Health Lincoln, Lincoln

Cape Fear Valley Hoke, Raeford

Davie Medical Center, Bermuda Run

Duke Health Raleigh, Raleigh

Duke University Hospital, Durham

UNC Health Pardee, Hendersonville

Northern Regional Hospital, Mount Airy

Novant Health Medical Park, Winston-Salem

UNC Health Rex, Raleigh

UNC Hospitals, Chapel Hill

WakeMed Cary Hospital, Cary

Source: Centers for Medicare and Medicaid Services

A DIFFERENT PATH

Cone Health’s surprising combination with a giant healthcare system deepens its commitment to bettering the Triad, officials say.

By Chris Burritt

This past December, Novant Health bought nearly 54 acres in a rapidly developing area of northwestern Greensboro. Just weeks earlier, Atrium Health Wake Forest Baptist broke ground about a mile away on a $163 million multi-specialty medical center. e one-two punch illustrates how the state’s two biggest healthcare systems are taking a swing at Cone Health, long the dominant healthcare force in North Carolina’s third-largest city.

Cone now has ve Triad-area hospitals, including two in Greensboro. e sprawling downtown hospital opened in 1953, thanks to a bequest from Bertha Cone, the widow of textile magnate Moses Cone. It has evolved into the city’s primary provider of indigent care. Over the decades, its earliest mission has shaped leadership’s embrace of community care.

ree months ago, Cone gave up its independence in a merger with Oakland, California-based Risant Health. Instead of seeking the highest bidder, Cone agreed to a cashless transaction with Risant,

which pledged to invest as much as $1.7 billion and provide expertise in value-based care. A er decades of modest growth, Triad economic activity is quickening, sparked by the giant Randolph County complex that Toyota Battery Manufacturing North Carolina is opening later this year. Along with other corporate expansions, growth is bringing more families — and competition — to Cone’s home turf.

e area’s attractiveness is obvious in northwestern Greensboro, where Cone operates a LeBauer Healthcare clinic and a medical center that opened in 2022. A showcase for Cone’s services, the 160,000-square-foot center combines tness and wellness programs with care for emergencies, cancer and other ailments. A kitchen o ers healthy cooking classes.

Before breaking ground on its ve-story building, Atrium operated a physical therapy clinic and a pediatric care practice in the area. It will o er outpatient surgery, cancer care and services in cardiology, gastroenterology and other conditions.

Cone failed to convince state regulators to block the project a er arguing that Atrium’s plans for “an a uent part of Greensboro isn’t about competition” but about “syphoning o people with premium health insurance.”

Atrium says it will keep investing in Greensboro, where it operates more than 35 primary, specialty and urgent care practices. Novant o cials declined to discuss their pending project, which would add to the system’s more than 30 clinics in Guilford County.

Cone CEO Mary Jo Cagle doesn’t blame the competitors for plucking prime locations with lots of neighbors who have private health insurance. However, she says their approach lacks a commitment to serving other areas that lack care, unlike Cone.

“I'm not criticizing people for competing or increasing their margin,” says Cagle, a physician who joined Cone in 2011 and became CEO in 2021. “But I don't see them equally going to serve the underserved part of the community. You're not going to see us backing away from our mission of serving in the community.”

Combining with Risant will help Cone accelerate that mission, she says.

A DIFFERENT PATH

“If we ful ll our vision of really becoming a true value-based organization at the level that we are aspiring to, that is going to be a di erentiator for us in the market,” says Dr. Angelo Sinopoli, Cone’s executive vice president of value-based care. “It's going to di erentiate us to patients because of their experience and a ordability of care and access. It's going to be a di erentiator for doctors because a lot of what we're talking about makes physician practices much more e cient and more enjoyable.”

Embraced by the federal government to slow spiraling medical costs, value-based care represents an alternative to the predominant fee-for-service model. For decades, traditional Medicare has allowed health insurance companies to reimburse providers for individual procedures. Such unbundling of services can lead to a lack of coordination among providers and a lack of communication with patients, resulting in higher costs and disappointing outcomes.

Value-based care ts Cone’s commitment to community healthcare. Motivated by federal incentives, it created Triad HealthCare Network 15 years ago and two years later became one of the Centers for Medicare and Medicaid Services’ rst “accountable care organizations” in the nation.

e network manages care for nearly 200,000 patients in Guilford, Alamance, Randolph, Rockingham and Forsyth counties. Its success in lowering costs while exceeding quality targets for Medicare patients led to savings of $6.5 million in 2023.

ose savings are going to physicians, nurse practitioners and others performing team-based care to reduce hospital admissions, reduce unnecessary readmissions and other costs.

Value-based care is gaining ground nationally, led by providers such as Oakland, California-based Kaiser Permanente, a not-for-pro t system that launched Risant in April 2023 as a subsidiary to operate hospitals. A year later it acquired Geisinger Health System, which has more than double the annual revenue of Cone through its central Pennsylvania hospitals and clinics.

News of the Risant-Geisinger deal caught the eye of CEO Cagle and others at Cone. And as it plotted future expansion, Kaiser Permanente set its sights on Cone.

Cone showed its desire to bulk up in August 2020, when it agreed to a merger with larger Sentara Healthcare of Norfolk, Virginia. But Cone called o the deal 10 months later, and has rebu ed other suitors since then, Cagle says.

e mutual interest led Cagle and her chief strategy o cer, Chris Cornue, to Atlanta for a May 2023 meeting with Kaiser CEO Gregory Adams and his strategists. A er learning about each other’s organizations, Cagle says she and Cornue agreed “this is what we’ve been looking for.” ey decided to make their case for a combination with Cone’s board.

At the outset of their deliberations, Cone board chair Dr. Yun Boylston says she and other trustees “really felt like we connected with our counterparts at Kaiser.”

In the same way that Bertha Cone’s bequeath led to the Greensboro hospital focused on serving Tar Heel textile workers, West Coast industrialist Henry Kaiser teamed with a doctor in the late 1930s to provide healthcare for builders of the Grand Coulee Dam in Washington state.

at operation morphed into a healthcare plan for 190,000 Kaiser shipyard workers during World War II, and eventually, an industry powerhouse. Kaiser Permanente reported $4.1 billion in net income and $116 billion in revenue last year. By comparison, Cone posts about $3 billion in annual revenue.

“From the beginning, even though our two entities are far apart geographically, that sense of commitment to the community felt incredibly similar,” says Boylston, a pediatrician in Burlington who has been on Cone’s board since 2018 and chair since January.

Cone Health CEO Mary Jo Cagle became the first female and first physician to lead the organization in 2021. She succeeded Terry Akin, who had been CEO since 2014.

Risant Health CEO Jaewyn Ryu joined Geisinger Health as its top leader in 2016, then moved to the parent firm in 2023. He has law and medical degrees from the University of Chicago.

CONE HEALTH TIMELINE

Bertha Cone establishes a trust fund for a hospital to memorialize her husband and Cone Mills co-founder, Moses, who died three years earlier.

The Moses H. Cone Memorial Hospital opens, with care costing as little as $8 per day. A toddler with a respiratory infection is the first patient admitted.

Dennis Barry starts a 25-year tenure as CEO of Cone Health. Staffing grew from 2,000 to 7,000 in that period.

The Women's Hospital of Greensboro opens as North Carolina's first freestanding hospital dedicated solely to women and newborns. Five years later, it and Cone Hospital formed the Moses Cone Health System.

Wesley Long Hospital, another not-for-profit Greensboro community hospital, merges with Cone.

Reidsville’s Annie Penn Hospital merges with Cone.

Cone signs a 10-year management services agreement with Atrium Health. It changes to a sharedservices contract in 2019.

Cone acquires Alamance Regional Medical Center in Burlington.

Cone merges into Risant Health.

e two organizations’ sense of community obligation motivated Cone trustees to pursue the transaction without setting a purchase price or teaming with an in-state partner. at was contrary to the more conventional approach, such as New Hanover County’s decision to auction its Wilmington hospital in a public bidding process. e February sale created a $1.3 billion community endowment, plus acquirer Novant Health’s pledge to spend more than $3 billion over the next decade. Industry experts say each of North Carolina’s largest hospital systems would have loved adding Cone Health because of its strong market share in an attractive market.

Risant’s commitment to “doing right by the community enabled us to act on the partnership because they were able to o er something for the future of our community,” Boylston says. “ at just was not present in any other deal that we envisioned. It's just a very di erent model from folks who are in business thinking strictly in terms of the nancial value of the merger.”

Risant also agreed to leave Cone’s management and board in place, which rarely happens in traditional M&As.

Early on, Boylston and other doctors are using technology Risant shared with Cone, which Cagle saw rsthand as a patient. During her annual physical, the CEO says her doctor relied upon an AIpowered device to record their conversation.

“What we're hearing from our family doctors is that it's saving them two to three hours a day” in turning the information into patient notes, Cagle says.

Cone is bolstering employee training to spread the gospel of value-based care beyond the Triad Healthcare Network, according to Sinopoli. A former senior executive of South Carolina’s largest hospital operator Prisma Health, he joined the hospital system a year ago to lead the e ort.

“Kaiser and Geisinger have already been doing this for decades,” Sinopoli says. “ ey bring to the table the expertise, experience and technologies that will allow us to accomplish things in the next six or seven years that would have taken 15 years to do on our own.”

Risant has committed a minimum of $1.4 billion in capital to Cone over the next ve years and as much as $300 million more over 10 years. at includes a $1 billion “backstop” to fund Cone’s capital projects “if we have another pandemic or the markets crash,” Cagle says. “If everything goes smoothly, they won't have to give us anything.”

Another $400 million will pay for technology and tools to equip doctors, nurses and business sta for Cone’s transition into valuebased care.

REACHING OUT

In historically Black eastern Greensboro, Cagle says Cone plans to spend $50 million on facilities o ering urgent and primary care, preventive health, wellness and other services. E orts were underway before Cone’s union with Risant to address a persistent problem in Greensboro and elsewhere. Research shows that lack of convenient medical care contributes to shorter lives for area residents.

In a collaboration with the city of Greensboro, Cone pledged $5 million for construction of the Windsor Chavis Nocho Community Complex, which will replace a vacant neighborhood recreation center. e $77 million project will encompass a 65,000-square-foot building, including medical and wellness services from Cone, a gymnasium, swimming pool and other tness facilities run by the city, and public health, cooperative extension and social services from Guilford County.

Across town in front of Moses Cone Hospital, another marker recalls a 1963 landmark civil rights suit by black doctors and patients accusing the institution of discrimination. e U.S. Supreme Court refused to hear the hospital’s appeal of the U.S. Fourth Circuit Court of Appeals’ ruling that favored the plainti s.

In 2016, Cone formally apologized for the segregation that led to the suit. As diversity, equity and inclusion initiatives come under cricitism in the government and corporate America, Cagle says Cone is continuing to advance its commitment to “health equity” with the projects in eastern Greensboro and elsewhere.

“We have inequities in care in rural Randolph and Rockingham counties, and it’s got nothing to do with race,” she says. “It’s about poor folks in rural America not having the same access as people in suburban northwest Guilford County.

“We've not put enough doctor's o ces and places for people to get care there,” she says. “For us, it's about meeting people where they are.”

Councilwoman Sharon Hightower, a 40-year city resident, represents District 1 in eastern Greensboro. She feels con dent that Cone’s commitment to the underserved won’t unravel with the Risant combination.

“I’ve seen their mindset change over the years,” Hightower says. “ ey've recognized how important it is to have a medical presence here in a community which has seen many health disparities. I’m very hopeful that they would not partner with anyone who would look to want to change the path that we're currently on.”

Greensboro Mayor Nancy Vaughan is taking Cone and Risant at their word about the commitment to community betterment.

“I have been very pleased that Cone has made a commitment

BY

THE NUMBERS

CONE HEALTH

$3.14 billion: 2024 revenue (fiscal year ending Sept. 30)

More than 13,000 employees

150+ locations, including three hospitals in Greensboro, plus one each in Burlington and Reidsville

120+ physician practices, six ambulatory care centers, three outpatient surgery centers, 10 urgent care centers and a retirement community

KAISER PERMANENTE / RISANT HEALTH

$115.8 billion: 2024 revenue (includes insurance operations)

241,462 employees

55 hospitals and 841 medical offices in eight states and the District of Columbia

13 million members

Sources: Cone Health and Kaiser Permanente

to increase the lifespan of those living in east Greensboro,” she says. “ ey are being very aggressive to address those needs.”

Vaughan isn’t seeking reelection in November’s election. However, her tenure as mayor since 2013 roughly overlaps Cagle’s years at Cone. e CEO also serves as a director of the Piedmont Triad Partnership, connecting her to a variety of leaders on the economic development group’s board.

“I think she is in a perfect position right now,” Vaughan says. “She brings medical knowledge and business knowledge to the table.”

For Cagle, the combination translates into helping recruit new businesses to the Triad. Once they’re committed, she and her team pursue them as prospective Cone customers. “It absolutely informs our strategic planning,” she says.

Cagle says her conversations with Sean Suggs, president of Toyota Battery Manufacturing in Liberty, have helped Cone plot its expansion southeast of Greensboro to serve families connected to the automaker and its suppliers.

“We’re looking at projections about where the population is going over time,” Cagle says. “You can’t throw up a medical building overnight.” ■

PLOWING ahead

How John Cooper structures his growing Raleigh contracting firm.

By Mike MacMillan

“Whenever something changed and a plan wasn’t working, I’ve been willing to adapt,” Cooper says.

e American Dream isn’t dead. It’s alive and well in a 60,000-square-foot steel structure taking shape in Ackerman, Mississippi that will eventually house machinery to produce kiln-dried lumber for the construction industry. Or in 70,000 square feet of production space in Athens, Georgia, for door manufacturer Steves & Sons. Or a seven-story, 126,000-squarefoot building for a biofuel facility in Epes, Alabama. e projects’ builder is Raleigh-based general contractor Cooper Tacia, which hit about $100 million in revenues last year with a portfolio that includes industrial and commercial structures, buildings for government and schools and multifamily developments.

The company was founded in 2003 as Southeastern Properties by John Cooper, 44, who is president and chief executive officer. Cooper’s introduction to the business world started after Hurricane Fran in 1996 when he and high school buddy Chris Tacia volunteered to clean up yards in their neighborhood in return for the right to sell the wood they collected. A few years later, they parlayed that youthful entrepreneurialism into buying 10 acres for a mobile-home village.

“ e reason I was interested in trailer parks is because I grew up in one,” Cooper says. “ e only people I knew who had any money were the people who owned the trailer park and

the general contractors (his father worked in construction as a carpenter). My ambition in life was to be a GC and to own a trailer park.” He was then 18 years old.

Cooper was born in the Hampton Roads area, but was largely raised by his grandmother in a farmhouse on 6 acres of land in Harnett County near Sanford. He moved to North Carolina when he was 12.

He and Tacia sold the trailer park a few years later, and began building houses, again in Harnett County, starting in 2003. He enrolled in NC State in 1999, graduating in 2004 with a degree

John Cooper is fulfilling his teenage dream of leading a general contracting firm, hitting the $100 million mark last year.

in civil engineering. In 2008, he and Tacia had just finished building their largest subdivision, with 35 lots and 10 “spec” houses, and they had purchased a local Coldwell Banker real estate brokerage franchise. Then, the financial crisis of 2007-09 slammed the real estate markets.

Residential property values collapsed, and in one year “our (home) sales dropped 60%,” says Cooper. On the construction side, the company was at one point down “to about four months of cash.” About that time, a college friend introduced Cooper to Van Nolintha, who was planning a restaurant called Bida Manda in Raleigh.

“I told them I don’t really do that kind of work, but I need the money real bad so I’ll do it,” says Cooper.

Before long, Cooper’s firm was building a variety of Raleigh dining establishments including Brewery Bhavana, Whiskey Kitchen and Crawford and Son (recently named a James Beard semifinalist in the outstanding restaurateur category).

A willingness to pivot to new areas of opportunity as the old ones closed down has led to the company's success. “Whenever something changed and a plan wasn’t working I’ve been willing to adapt,” he says. Good luck helps, too, he adds.

MAKE IT HAPPEN

Tacia left the company in 2021 to continue selling real estate in Sanford. He credits Cooper with having “determination and drive like nobody I’ve ever seen. If he puts his mind to it, he’s going to make it happen.”

The Great Recession wasn’t the only time Cooper’s determination would be challenged. More than a decade later, the COVID virus came calling, shutting down business almost overnight in early 2020. The company lost about 80% of its work over a six-week period. As cash again ran short, Cooper shifted strategy to focus on public projects, beginning with an ABC store in Durham and a separate deal to construct a community center in Fayetteville. That work has expanded into schools (all elementary to date) and airport hangars.

The two near-death experiences have made Cooper a believer in diversification. About 30% to 40% of Cooper Tacia’s revenue comes from industrial projects, 30% from schools, and another 30% or so from airports, community centers, and assorted municipal work. While the profit margin in the municipal market tends to be in the 4% range, slimmer than in other areas, the work is steady and often funded by federal aid, Cooper

Cooper Tacia projects include a Harnett County school (above left), the Jolie restaurant in downtown Raleigh (above right) and the N.C. Wildlife Resources Commission's law enforcement training facility in Moore County.

says. The company is exploring other opportunities such as wastewater projects, hospitals and chemical plants. Last year, the company hired former Raleigh Mayor Mary-Ann Baldwin to lead community relations and head an affiliated foundation.

In most instances, Cooper Tacia is essentially building a steel or concrete structure to house equipment or, in the case of the schools, students and administrators. As Cooper puts it, “What we’ve gotten good at is very technical electrical specifications and the process piping, which are things that you see in every type of industrial facility. We build the building and the manufacturer typically installs the (equipment) and plugs in their machines.”

In construction, many are called, but few are chosen. The Associated General Contractors of America counted 36,300 construction “establishments” in North Carolina as of mid-2024, meaning they have a “fixed business location.” About 99% work out of a single location. Only a few handful grow to Cooper Tacia’s size, which now numbers 70 employees, including 35 in North Carolina. Fewer reach the size of Samet Corp., the Greensboro-based firm that posted N.C. billings of $1.1 billion in 2023, making it the busiest general contractor in the state for three straight years, the Triad Business Journal reported.

The Enviva Biomass relationship hints at how Cooper has built the business. It started with a contract awarded through MidSouth Engineering to build a 4,000-square-foot administrative building for Enviva in Roanoke Rapids for $300,000 in 2012. (Mid-South was overseeing the work.) That was followed by a second contract to build a similar facility in Virginia.

These projects evolved into a relationship directly with Enviva and the contract for the biofuels building nearing completion in Alabama, among others. That deal is worth $30 million, according to Cooper. Enviva, which completed a bankruptcy restructuring last year, is the company’s biggest longterm client. Mid-South has partnered with Cooper Tacia on six different projects over the years.

THE IMPACT OF BUILDING

Construction plays a major economic role, particularly in a growing area like North Carolina. Nationally, about 8.3 million workers were employed in the industry as of November, including residential work. In North Carolina, that number was 269,600, representing a 3% increase from the prior year, according to the Associated General Contractors of America.

The construction industry contributed about $41.67 billion to the state’s $845 billion GDP, or 4.9%, as of the third quarter last year. That compares with 4.8% in 2023 and 4.7% in 2022, per the Bureau of Economic Analysis. “This demonstrates a steady upward trend, with construction GDP growing faster than overall state GDP,” says Macrina Wilkins, a senior research analyst at the contractors’ group. Mid-sized construction firms like Cooper Tacia are a big part of this.

Projections are for further growth. The UNC Charlotte North Carolina Economic Forecast projects a 2.3% rise in the state’s GDP this year, including a 3.1% increase in construction spending. Promising areas include power projects, water and sewer plants, and data centers, according to a survey by the state contractors’ group. Major concerns include rising labor and material costs and interest rates.

Count Cooper among the optimists; he is busily laying the foundation for growth. “If you want to expand, there’s two ways to do it. You have to do bigger projects or you have to expand geographically,” he says.

Cooper Tacia is doing both. Its minimum project size has grown from a few hundred thousand dollars in the early years to about $8 million now. It added an office in Atlanta in 2024 to its locations in North Carolina, Georgia and South Carolina. The company plans to open a location about every two years, with Washington, D.C. next up in 2026, says Cooper.

By Cooper’s account, it's a good time to be building things. After topping $100 million in revenue last year, he expects sales in the range of $150 million to $200 million in 2025.

“For us,” he says, “the economy is definitely booming.” ■

Fayetteville opened its 15,360-foot Senior Center East last spring after construction by Cooper Tacia. The center offers lots of exercise, wellness and social programs.

cEnTrAl iNtElLiGeNcE

t’s 2035. The highly anticipated opera, “A Dolphin Talks to a Boy” is set for its global premiere at Raleigh’s Meymandi Concert Hall. Its author is artificial intelligence visionary Igor Jablokov, making his debut as a librettist. Technology developed by Jablokov’s Pryon AI business composed the music. The show’s star, dolphin Alexa Siri, will perform in a tank onstage.

Fantasy? Science fiction? For now, yes. But it will become a reality, says Jablokov, whose pedigree includes helping create AI voices for the very real Siri and Alexa software products relied on daily by millions of people.

“I remember as a boy in Greece seeing a dolphin that had been struck and injured by a propeller,” says Jablokov. “I asked, ‘Why can’t I talk to you?’”

Bottlenose dolphin Flipper had already starred in a TV sitcom from 1964 to 1967, before Jablokov was born in 1975. The fictional Flipper used chirps and squeaks to interact ambitions

counsel of AI pioneer Igor Jablokov.

By Rick R Smith

by Terrence Jones

with humans. Jablokov’s dolphin encounter began a life-long ambition to explore science and technology.

“My parents wanted me to be a part of the computer generation, so we moved to the United States when I was 4,” he recalls. “I didn’t even speak English.” His role models were his late grandparents in Philadelphia, who were very involved in his upbringing.

Given a Radio Shack computer complete with colored lights, Jablokov became enthralled and started “hunting and pecking away.”

His desire for a tech career was ignited, leading him to Penn State University, where he earned a bachelor’s degree in computer engineering while at times juggling three jobs to pay his tuition, room and board.

In 1996, Jablokov joined IBM in Charlotte. His projects included the company’s Watson supercomputer project, as well as voice technology used in an early PlayStation videogame system. He also earned an MBA at UNC Charlotte in 2000.

He spent just short of a decade at Big Blue before joining with his brother, Victor, to launch Yap!, where their digitalbased interactive voice system became the basis of Amazon’s Alexa and Apple’s Siri. The former name is the same as Jablokov’s older sister, which he calls “just a coincidence.”

Photos

Yap! raised $6.5 million in 2008, backed by Sunbridge Partners and Harbert Investment Partners. Amazon also invested in Yap!, then acquired the business outright in a September 2011 transaction that drew little media attention. Victor, who has an MBA from Wake Forest University, is now CEO of Boston-based Blue Century, an augmented intelligence company.

Jablokov says he was set free by the sale and wasn’t interested in sticking with the Seattle-based e-commerce giant. Its interest in voice recognition technology surprised him. When considering potential acquirers, “Amazon didn’t even register” compared with IBM or Google, he says. But a “most lucrative” deal was inked, he adds.

Post-sale, Jablokov served on some advisory boards at Penn State and UNC Charlotte, mentored several entrepreneurs and received an Eisenhower fellowship in 2013 and a Truman fellowship in national security a year later.

Mostly, he spent time studying artificial intelligence, including its expanded uses and possible safeguards to avoid potential harmful impacts. One morning upon waking from a dream, he immediately wrote down his recollections, which

became the basis for his new company.

In 2017, Jablokov launched Pryon with a mission for what he calls “augmented AI.” Financial details remain private, but the business is attracting lots of interest in the business world’s hottest sector. Fewer than 15% of software startups achieve $10 million in annual revenue within a decade, but Pryon is ahead of that target.

“This company is evolving into something much more consequential,” he says. “[It] is going to be transformational. … We’re on a long-term journey here.”

Fewer than 10 of Pryon’s 100 or so employees work in Raleigh, with most of the rest based in the northeast U.S. While Jablokov is founder and chairman, he credits CEO Chris Mahl with helping turn the company from being “research and product driven to client-driven” since joining in 2021. After working for Oracle, Salesforce and other big companies, Mahl has led a series of smaller tech companies to successful exits over the past decade.

The chief technology officer is David Nahamoo, a 36-year IBM scientist who joined Pryon in 2018. He understood the promise of cloud computing years ahead of the pack, Jablokov says.

After initial fundraising rounds of $4.5 million and $20 million in its initial years, Pryon secured $100 million in September 2023.

Jablokov was photographed at the N.C. Museum of Natural Sciences in downtown Raleigh.

It expects to add more capital over the next year.

Several leading tech industry investors own stakes, including the U.S. Innovative Technology Fund, Breyer Capital and AOL co-founder Steve Case’s Rise of the Rest Seed funds. Early investors also included the Triangle Tweener Fund, Triangle Angel Partners and Carolina Angel Network.

Vice President J.D. Vance was working at investor Peter Thiel’s Mithril Capital in 2019 when the Austin, Texas-based firm invested in Pryon in 2019. “J.D. was a huge help. He led our Series A round and eventually connected us to others,” Jablokov says.

Vance served on Pryon’s board for two years before his U.S. Senate election in 2022. Jablokov says the two remain in contact.

“We’re definitely building for growth. We’re focusing on governance and how to construct things [whether it goes public or sells to a larger company.] We’re definitely hiring people with experience at public companies as well.”

Among Jablokov’s many admirers is veteran Triangle tech executive Scot Wingo, who leads the Triangle Tweener Fund. “What's most impressive about Igor is his ability not to just see where the puck is going or see around corners, but how he can see five years into the future,” he says. When Pryon started, “it was in no way clear [AI] would be the huge success it is now.”

Pryon’s work was deemed among the “Top 10 Emerging Technologies” for defense and national security by consulting giant Booz Allen in a 2024 report.

“Igor is wired differently from most people. He's an innovative thinker that isn't afraid to speak his mind,” says Robbie Allen, a veteran Triangle tech entrepreneur involved with AI for years. “He's been ahead of the curve on practical applications of AI as much as anyone I can think of.”

Jablokov wants North Carolina to become an early adopter of “transforming information into the intelligence age.” He is part of Gov. Josh Stein’s science advisory team, led by Teena Piccione, a former Google executive who is the state’s secretary of information technology.

A look under Pryon's hood

Igor Jablokov takes seriously the threat AI poses to the United States and the security of clients, and he’s skeptical of the Big Tech giants’ commitment to privacy. Protecting data is among Pryon’s top priorities, along with speed and energy efficiency. AI is a huge consumer of power, as noted by industry leader OpenAI’s plans to invest at least $100 billion in data centers to support AI applications.

Jablokov's goal is for clients to use their own intellectual property and operations data to create custom AI models that improve productivity by streamlining processes and suggesting new products. Pryon is providing a suite of "knowledge management" software tools that serve a broad array of clients and run on devices ranging from large computers to mobile phones and other smart devices.

“We’ve been very careful in how we have built our businesses,” Jablokov says, emphasizing protection of intellectual property that is

a contrast with the AI leaders. “[China's]DeepSeek essentially pulled the same stunt as OpenAI, to suck in the bone marrow of creatives.”

But protecting creators’ rights is fundamental, he says. Why should somebody be able to suck [creative work] to make an AI model for some economic gain only for some?”

For competitive reasons, Pryon’s website doesn’t disclose all of the company’s innovations, Jablokov says. But the company has developed what it calls “ingestion and retrieval engines,” which various businesses and government agencies are using for accurate, verifiable information.

Examples of these engines are Generative Pre-trained Transformers (GPT), as seen in OpenAI's ChatGPT to create human-like text, and Retrieval Augment Generation (RAG), a process of optimizing a user's question provided to an AI system. For example, if two people are trying to communicate but speak different languages, they use an interpreter (the "RAG") to help translate for better understanding. Retrieval Augmented Generation involves optimizing the

StoryTeller

No one can guarantee success, of course. The AI industry was rocked in late January after reports on the surprising popularity of China’s DeepSeek AI service. The news sent shares of AI leader Nvidia tumbling nearly 20% in a day. (It has since rebounded.)

Internet pioneer Marc Andreessen’s comment that DeepSeek was the “Sputnik moment for AI” didn’t impress Jablokov. “That’s absolutely overstated. Marc likes to post tweets. I prefer everybody study [issues] quietly, figure out the risks and opportunities.”

Jablokov likens Pryon’s strategy to that of Cisco and Apple. Cisco shifted from hardware to software, while Apple didn’t wait for a new Samsung device, instead inventing the iPhone.

“We’re going to have to be invested in small and large, not just at the cloud level,” he says. “We’ve always been striving to balance accuracy, security and speed since inception. We have to be flexible. We have to operate at the nation-state level and also operate on an edge device that could literally be as small as your thumb.”

Pryon has developed what Jablokov calls a “first-of-its-kind knowledge operating system” that incorporates high-performance computing, natural language processing, speech recognition and other features that are mostly unintelligible to those without strong tech skills.

Which brings us back to that mythical opera.

It would be a formidable task to incorporate dolphin sounds into what Jablokov calls a “knowledge fabric” of data, video, biologics and more. The result would be a Star Trek-like universal translator, making it theoretically possible to communicate with one’s dolphin or dog.

“You may think that we will talk with aliens before we ever talk to animals, but that’s not true,” Jablokov says with conviction. “I believe this will happen within a decade.”

As for opera, the innovator compares it to his own life’s work. “AI is like an opera. It's multidimensional. It takes us places where humans and STEM [science, technology, engineering, math] collide.

“The reason why AI is thrilling is that it is such a multidisciplinary field where everything matters, from computer and science to art.” It’s no wonder, he says, why the field is attracting trillions of dollars of investment “and some of the best talent on the planet Earth.”

Jablokov’s ability to pitch is one of his strengths, Wingo says.

“Igor's a master storyteller. That enables him to weave a story that includes an incredible problem he's going to solve and build a company around it,” he says. “You get J.D. Vance and top investors. Igor is also great at recruiting top talent using the same skill set.”

Lyrics, dance, choreography, symphony, stages and sets, lights — the stage is ready. Jablokov is in a tuxedo and Alexa Siri has a microphone strapped to her chest. Together they introduce a new entertainment experience.

“I can finally talk with you,” Jablokov says. “I’ve been trying to talk to you my entire life!”

“You should have been swimming,” Alexi Siri responds.

“How can I help you?”

“I need stitches and an aspirin,” Alexa Siri says. “With a shrimp chaser.”

The bravos follow. ■

output of “large language models,” an AI system that produces human-like text by referencing massive amounts of data.

“The idea for Retrieval Augmented Generation was introduced in 2020, and I distinctly remember Igor talking about the basic concept when he was first talking about using natural language married with company databases to be able to ask an AI: ‘What are my sales on product X for the month’ type questions,” says Robbie Allen, who leads Durham-based Bionic Health, an AI startup. “The rest of the world is just catching up with this.”

Pryon and others are “only scratching the surface in terms of incorporating it into models,” he adds.

No matter the source or type of data, from handwritten notes to old photos, spreadsheets to video, Pryon’s technology produces intelligence in what Jablokov calls a “knowledge cloud.” Essential to success is producing accurate information. For example, a touted medical cure based on incorrect data, or an out-of-place decimal point, could lead to disastrous outcomes.

“Unquestionably, veracity matters,” says Tom Snyder, the executive director of RIoT, a Raleigh-based nonprofit that studies Internet of Things devices and applications. “AI trained on misinformation will have suboptimal results. AI trained on disinformation is even more problematic, as that is where bad actors are deliberately putting bias into AI, usually for malicious reasons like changing elections or harming healthcare.”

Pryon wants customers to compile information through its own enterprise data, rather than relying on potentially inaccurate sources.

“The ability as a company to marry the natural language power of [large language models] and a database of the company's internal information with the assurance that the information won't be trained on is going to unlock an amazing amount of productivity,” says Scot Wingo, who has led ChannelAdvisor, Spiffy and other Triangle tech firms. “We're still in the early innings and Pryon is playing a big role in this space.”■

NEW EXPERIENCES

Storm response and modern approaches are reshaping tourism and travel in North Carolina. More than efforts to bring visitors, they are commitments to support and protect the state’s unique communities and regions.

Hurricane Helene left a lasting mark. The September 2024 storm made landfall in Florida then headed north, directly hitting western North Carolina, killing at least 105 people and destroying or damaging more than 70,000 homes. It caused nearly $60 billion in damage, according to an estimate revised in mid-December.

While Helene disrupted many businesses, those working in travel and tourism were impacted most. Fall, with its cool days and bright leaves, is the most popular season with visitors to North Carolina’s mountains, and the storm wiped it almost entirely off their calendars. While recovery has begun, there’s still a long way to go. “There are areas that need more time and support,” says Cass

Santander, public relations manager at Explore Asheville, Buncombe County’s destination management organization. “Parts of the River Arts District, Biltmore Village and Swannanoa have a longer road ahead, but we’re starting to see more significant progress in those areas.”

Growth is a tenet of the state’s travel and tourism industry. It posted a record $35.6 billion in visitor spending in 2023, which was 6.9% more than the year prior, and a large rebound from the $20 billion spent in 2020, when COVID-inspired restrictions upended the industry. While 2024’s figures won’t be available until this summer, the industry is already plotting its next moves, from recovering and reopening in the mountains to leveraging data to

maximize the industry’s economic impact in the Piedmont to promoting sustainable tourism on the coast, says Wit Tuttell, Visit North Carolina executive director.

THE MOUNTAINS

Months before Hurricane Helene formed, the U.S. Travel Association scheduled its National Council of State Tourism Directors meeting in Asheville for earlier this year. It kept its commitment, emphasizing what western North Carolina tourism officials want others to know: The state’s mountain communities are still recovering, but they’re open for business. “We are deeply grateful that the U.S. Travel Association decided to keep its meeting in Asheville,” says Vic Isley, Explore Asheville president and

CEO. “This was more than a meeting. It was a vote of confidence for our travel and hospitality community at a critical moment.”

Explore Asheville has a statement outlining recovery, neighborhoods, routes to the region and outdoor activities. It reads: “Asheville’s revival is a model of resilience, with 2025 marking a chapter of new openings, collaborative art and numerous opportunities for personal growth. Asheville invites travelers to reconnect — both with themselves and with the community’s ongoing recovery.”

Roads are open, except for those near the Pigeon River Gorge toward Tennessee and some sections of the Blue Ridge Parkway. Asheville Regional Airport, the state’s third busiest by enplanements, is expanding to 12 gates from seven, adding a north concourse with six boarding bridges and concessions. That work is expected to be complete this summer. Its new lobby, permanent TSA checkpoint and

expanded baggage claim should be open in 2027. “Travel and hospitality are at the heart of our local economy, and despite an expected $11.5 million revenue shortfall due to Helene, Explore Asheville is in a strong position to invest in marketing that inspires visitors, groups and events to choose Asheville,” Santander says. “Our focus is on getting the word out. Asheville is open, thriving and ready to welcome guests who want to be part of its comeback story.”

That story is already being written. “December’s hotel demand showed promising signs due to a mix of holiday interest and hurricane recovery housing needs,” Santander says. “While vacation rentals are still suffering, overall travelers are starting to return. We’re hopeful that the momentum will pick up as we move into spring – with the live music scene, restaurants reopening patios for al fresco

Tourism in western North Carolina is changing, emphasizing a cooperate spirit between visitors and locals to protect and rebuild the region after Hurricane Helene.

Western North Carolina’s travel and tourism industry is rebounding from Hurricane Helene’s devastation. Many of its most iconic places and activities, including Asheville, winter sports and Grandfather Mountain, are open for business.

season and the Blue Ridge Mountain wildflowers coming into bloom.”

Santander says visitors should check exploreasheville.com before their arrival, confirming the places they wish to visit are open. “Iconic landmarks, like Biltmore Estate, the N.C. Arboretum, the Blue Ridge Parkway (in Buncombe County) and the Omni Grove Park Inn & Spa are fully open and stunning,” she says. “Trails are reopening in phases; we were encouraged by the news [in January] that the National Parks (Service) reopened more than 60 trails.”

The goals for 2025 include driving strong and sustainable interest in travel and hospitality that supports recovery. Generating that interest is already underway. Forbes Travel Guide ranked Asheville No. 5 in its top 12 worldwide destinations for 2025, joining New Orleans; Longboat Key, Florida; and Santa Monica, California, on the list. And it’s No. 16 on The New York Times’ international 52 Places to Go in 2025 list.

The James Beard Foundation picked Asheville for its Chef Action Summit in April, when more than 200 chefs and

industry leaders will convene for a threeday convention on restaurant industry issues and food-system topics. “In the aftermath of Hurricane Helene, Asheville’s independent restaurants show us what resilience, tenacity and resourcefulness truly mean,” James Beard CEO Clare Reichenbach said in a news release.

“And that’s precisely the spirit we need to transform our food system.”

While much of the road to recovery remains ahead for communities impacted by Hurricane Helene, there are plenty of ways for locals and visitors to help.

“We’ve supported small businesses rebounding, artists coming together to create new spaces and visitors choosing Asheville not just for its beauty but to be part of its recovery,” Isley says. “The generosity of Eric Church providing us the siren song of “Carolina” as the music bed to our new TV commercials is just one example of gracious support for our region. The essence of Asheville — the breathtaking mountains, world-class dining, rich arts and crafts traditions, and soul-nourishing wellness experiences — is as vibrant as ever. My hope for this year

is that visitors continue to show up, not just to experience the magic of Asheville but to help sustain and strengthen the community that makes it a desirable destination.”

SLIDING ROCK

Sliding Rock near Brevard in western North Carolina is a favorite with tourists and locals. When the weather is warm, they slide its 60-foot length, according to VisitNC.com, and land in an 8-foot deep pool. Featuring an observation deck and lifeguards from Memorial Day to Labor Day, it’s usually busy, so arrive early if you want to experience it.

THE PIEDMONT

Charlotte Regional Visitors Authority’s five-year strategic plan plainly lays out its priorities: growing the visitor economy, enhancing perception, maximizing sales and marketing impact, positioning for long-term competitiveness and strengthening stakeholder relationships.

“A data-driven approach ensures long-term sustainability, while targeted advertising and industry collaboration reinforce tourism’s role as an economic powerhouse,” says Shawn Flynn, CRVA’s director of corporate communications.

“As Charlotte’s reputation grows so does its influence on business, culture and community pride.”

It will be a busy year across central North Carolina, especially in its mostpopulous city. “With major events,

strategic investments and a thriving hospitality sector, Charlotte is poised for another record-setting year in tourism,” Flynn says. “Charlotte continues to elevate its reputation as a premier event destination. This year, our city will take center stage, not just locally but on a national and international scale.”

Live events planned in the Queen City include the ACC men’s basketball championship, PGA Championship at Quail Hollow and a Savannah Bananas 2025 World Tour stop, when baseball hilarity will ensue at Bank of America Stadium. That venue, along with Spectrum Center, will host major performances, including Billy Joel and Jerry Seinfeld, respectively. And Leluia Hall, one of the city’s most anticipated new restaurants, is expected to open. “Mecklenburg County remains North Carolina’s top destination

for travelers,” says Steve Bagwell, CEO of the CRVA. “In Charlotte, hospitality isn’t just an industry. It’s a way of life that profoundly shapes how we live, work and play.”

CRVA says tourism is a main economic driver, supporting one-in-nine jobs and generating $8 billion in direct visitor spending. Domestic and international visitors spent $5.8 billion in Mecklenburg County in 2023, a 9.6% increase from the year prior. Through an integrated media approach, CRVA targets key drive-in markets within a 400-mile radius. “By focusing on four key brand themes — culinary, outdoor recreation, diversity and inclusion, and arts and culture — the CRVA enhances Charlotte’s appeal, improving visitor perceptions by 67% and increasing the likelihood of overnight stays by 64%,” Flynn says.

HOME SWEET MEETINGS

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THE HOME OF AMERICAN GOLF AND USGA’S GOLF HOUSE PINEHURST

Looking for a golf getaway with everything? Moore County’s a gimme. We have legendary courses, outdoor adventures, unique dining, cool craft breweries – and that’s just for starters. So plan your visit to the Home of American Golf. We guarantee: It’s Moore than you’re expecting!

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THE COAST

With the words, “Where there’s hardly any land, your farm is the sea,” the first video of Outer Banks Visitors Bureau’s six-part series, The Outer Edge, begins. It includes footage of boats and harvests, interviews with restaurant owners, and discussions about what it’s like to work in the surf, gathering shrimp, fish and oysters. Other episodes in the series examine commercial fishing and aquaculture, local crafts, the music scene, boat building, photography and the coast’s unique weather patterns. “[It] shows what it really means to be a part of the Outer Banks community, interviewing 23 locals and sharing their passion for and connections to the barrier islands,” says Lee Nettles, Outer Banks Visitors Bureau executive director. “We’ve released half of the videos so far.

WILMINGTON

North Carolina’s coast is about more than beaches, even though three of the best are within easy reach of Wilmington. This city of more than 120,000 people has a historic district, restaurants, art galleries and a floating museum — Battleship North Carolina.

GO WITH THE ROCO FLOW

RoCo’s attractions, amenities, and cultural offerings to both residents and visitors, contributing to the growth and vitality of the region’s tourism sector. Rockingham County visitors, including both domestic and international, spent $93.86 million in 2023, an increase of 6.4% from 2022. Over $33M of visitor spending went towards food and drink, $19.5M in lodging and $11M in outdoor recreation.

OH HEY!

Whether you’re seeking thrilling adventures, delicious local flavors, or a relaxing stroll along the scenic Hickory Trail, there’s always something to explore in Hickory, NC. Embrace the journey, savor great food, and enjoy the fresh air year-round. Plan your visit today and make every season unforgettable! visitinfo@rockinghamcountync.gov | Reidsville, NC 336.342.8138 | visitroconc.com

1960 13th Avenue Dr. SE | Hickory, NC 28602 828.322.1335 | visithickorymetro.com

As you’ll see, the episodes are completely different from typical destination marketing — nine-minute average lengths and no calls to action.”

Nettles says the videos show visitors a more nuanced and deeper appreciation for the Outer Banks. “And for the [more than 90 local] nonprofits, much-needed volunteers and potential donors to assist in their ongoing efforts,” he says. “To my knowledge, we’re the first destination in the country to connect visitors directly with community NPOs in such a way. We have fundamentally changed the way in which we promote the destination, considering how we can use the power of tourism to do more immediate good in the community.”

Dare County visitor spending was $2.1 billion in 2023, up 8.8% from the previous year. It ranked fourth in the state, behind Mecklenburg, Wake and Buncombe counties. Visitors will have a choice of new and updated accommodations this

OUTER BANKS AND CURRITUCK

year. Pearl Hotel, overlooking Roanoke Sound, will open, along with Mia’s Boutique in Nags Head. And Sanderling Resort in Duck, which offers oceanfront suites, a spa, restaurants, and wedding and meeting space, will unveil its recent renovations this spring.

The Visitors Bureau’s Long-Range Tourism Management Plan, started in 2023, is intended to strengthen resident and visitor engagement, adopt an integrated approach to improving environmental stewardship, support infrastructure development for residents and visitors, and collaborate to advocate for an increase in residential housing diversity. “We actually have quite a bit of new initiatives and commercial projects to share,” Nettles says. “Perhaps none more important than the Visitors Bureau’s work with responsible travel — mapping a future for sustainable tourism, managing both its positive and negative impacts and working

with the community it serves.”

The Outer Banks Promise was unveiled last summer. Developed by a special committee of the Dare County Tourism Board, it’s part of the long-range tourism management plan. Its seven points highlight how community members and visitors can work together to support and protect the Outer Banks, including: “Discover this land of history and inspiration with a spirit of kindness and appreciation,” and “Support local; small acts have big impacts.”

The Promise is just one more way members of the state’s travel and tourism industry are evolving in order to move forward. “It’s really been an incredible journey getting to this point,” Nettles says. “But we believe it’s the face of what tourism marketing needs to become – happening with the community instead of to it.” ■

— Kathy Blake is a writer from eastern North Carolina.

Coming across wild horses running free is one encounter that keeps visitors coming back to Currituck County and the northern stretch of the Outer Banks. Others include touring historic lighthouses, sampling seafood caught that day, and soaking in sun and enjoying the surf along white-sand beaches.

LOOKING BEHIND AND AHEAD

N.C. A&T University’s 2023 Small Farmers of the Year have plenty to tend. They’re working to protect their family farm while helping

others find roots in the state’s largest

industry.

Jeannette Martin Horn and Joyce Martin Bowden work the same Wayne County soil that was cultivated by their great-great-grandfather Harry Martin, who escaped slavery and served with the Union Army’s 135th U.S. Colored Troop in 1865. “After he got out of the Army, it took him almost 20 years to receive his pension,” Horn says. “But when he got it, he started buying land in the same area where he was enslaved.”

The sisters work alongside their four siblings on the farm, which has been in their family for five generations. They sell the vegetables they raise at J&J Martin Farm Produce, their small farm stand in Mount Olive, and the farmers market in Goldsboro. “This is a century farm, coming up on 150 years old,” Horn says. “We were born and raised right here.”

They both are working to ensure that legacy, and anyone else who wants to contribute to the state’s rich agricultural heritage, continues well into the future.

Martin bequeathed parcels to his nine

children, who in turn passed their land to their children. Across the generations, the farm has operated continuously. “Our great-great-granddaddy actually wrote a will, recorded it in the Wayne County Courthouse,” Horn says. “And you don’t find many people that far back that did those things.”

North Carolina Agriculture and Technical State University Assistant Professor Biswanath Dari agrees. He leads a team of colleagues administering the Heirs Property Program, a collaborative project with NC State University that helps landowners protect and preserve their generational land. It has identified 88,339 properties totaling 537,224 acres in North Carolina. It aims to identify landowners and educate them about the legal, financial and familial complications that heirs property can entail and how to mitigate them.

Heirs property is passed down through generations without the use of a will or probate. Dari points to generations

of landowners who divide their ancestral lands among family members and pay taxes on it. Over the years, ownership becomes complicated. “For example, after 25 years of owning property, there may be 20 owners, and they may not live in one place and may be scattered,” he says. “If anyone ever wanted to sell all or part of it, they would need a will and signed legal documentation of agreement from all the owners.”

The land is vulnerable if no clear ownership exists. Anyone can claim it. “Although you cared for the property for decades, you may not have any right to hold it if you do not have all the legal documentation or own the title,” Dari says. “So, we are educating people on the value of registering their deeds and writing wills that will protect family land for future generations.”

Horn, Bowden and their siblings are intent on safeguarding their farm. “We’re conscious of the fact that we need to set it up so that the next generation of our

Jeannette Horn

family will be secure, and we are at work now, setting up our wills,” Horn says.

The sisters own 200 acres. Their siblings own other parts of the family farmland, all connected and stretching across a broad swath of fields and forests. They grow sweet corn, tomatoes, cucumbers, watermelon, cantaloupe and mushrooms. They enjoy experimenting with fruit trees, pineapples, and other fruits and vegetables not usually associated with North Carolina. “We’re not out here working or doing this hard work just for the money,” Horn says. “We actually enjoy it.”

Both retired from professional careers, Horn from the North Carolina justice system and Bowden from the social work sector in Philadelphia. Bowden returned to the family farm in 2018, two years after her husband died. She had no way of knowing that she was embarking on a second career. “I had this idea that when we retired, we would set up a roadside stand and have a little side hustle, so we wouldn’t get bored,” she says. “I wasn’t thinking about it becoming an actual full-

time business.” It has become much more.

N.C. A&T State University Cooperative Extension named Horn and Bowden its 2023 Small Farmers of the Year, an award that celebrates leadership, innovation, entrepreneurship and environmental stewardship. Wayne County Cooperative Extension Agent Jessica Strickland has been working with the sisters for five years and says their greatest contribution is giving back to their community. “They share their passion for their family’s heritage through internship programs, tours and educational programming,” she says. “They’ve not just focused on their farming operation, rather they’re focused on how they can share it with others.”

The sisters’ significance can be found in connecting people with farming. “Generations of people are disconnected from the source of their food,” Strickland says. “And for them to see local women working on a farm, and how much work goes into it, has value.”

The sisters’ Small Farmers of the Year designation has raised their profile

in Wayne County and beyond. Their repeat customers return more often, and they’ve gained new customers. They recently formed a nonprofit educational organization — The Seed House. “[It] will help people who are interested in being a farmer but don’t now how to get started,” says Bowden, who serves as its executive director.

U.S. Department of Agriculture’s 2022 Agriculture Census, its most recent, shows that people of color continue to be underrepresented in farming. Although African-Americans made up 12.4% of the U.S. population in 2020, they were only 1.2% of its farmers as of 2022. The sisters hope their designation as Small Farmers of the Year will help increase that number. “We want to be as visible as possible, because if you can see it, you can dream it,” Bowden says. “But if you don’t see anybody who looks like you, then you don’t know you can even have that dream.”

— Teri Saylor is a freelance writer in Raleigh.

PHOTOS

Sisters Jeannette Martin Horn and Joyce Martin Bowden are part of the fifth generation of their family to farm the same Wayne County land. They sell the produce they grow at their roadside stand and the farmers market in Goldsboro.

HOME COOKING

Focused efforts to promote products grown, raised, caught or made in North Carolina turn 40 this year. They help agribusinesses by creating connections with consumers.

At the Flavors of Carolina food show in Greensboro in January, the crowd gathered at the Wingzza booth was deep. They were waiting to sample the Charlotte company’s Mambo Sauce. “[It’s] not barbecue sauce, it’s not ketchup and it’s not hot sauce,” Wingzza owner Larry Swayne says. “It’s sweet and tangy with a little kick to it, and it goes on anything fried.”

Swayne launched Wingzza, serving wings in all the traditional flavors and pizza from a food truck after leaving Maryland for a marketing job in Charlotte

almost two decades ago. He learned to love the Queen City’s food scene, but he couldn’t find Mambo Sauce, a staple in the Washington, D.C., metro that draws crowds. So, he filled that gap. Today, his Mambo Sauce is served at several Charlotte restaurants and in more than 500 Food Lion supermarkets across the Carolinas, Virginia and Georgia.

Swayne was one of more than a dozen condiment makers at Flavors of Carolina, where about 170 vendors showcased their Tar Heel products. It’s closed to the public, instead catering to buyers and

representatives of restaurants, grocery and specialty stores, and other foodrelated businesses. Organizers estimated 800 attended the one-day event, sampling products, discussing pricing and discovering unique items – pickles to popcorn, sauces to seafood, catfish to candy and much more.

Flavors of Carolina is a marquee event of N.C. Department of Agriculture and Consumer Services’ signature marketing campaign, Got To Be NC, which promotes products that are grown, raised, caught or made in North Carolina. Those include

Larry Swayn’e Wingzza Mambo Sauce, which was first served at his Charlotte food truck, is available across the Carolinas, Virginia and Georgia.

produce, value-added food items, fiber products and nursery plants. The program began as Goodness Grows in North Carolina in 1985 and was rebranded about 20 years ago. “Our mission is to promote and expand markets for North Carolina’s agricultural products both domestically and internationally,” Got To Be NC Program Administrator April Keeton says.

Agriculture is North Carolina’s largest industry. It employed almost 778,000 people and contributed a record $111 billion to the state’s economy in 2024. That’s about $8 billion more than the previous year. North Carolina is the country’s No. 1 producer of sweetpotatoes, tobacco, poultry and eggs; No. 2 in Christmas trees, turkeys and trout; No. 3 in hogs and cucumbers; No. 4 in peanuts and broilers; and No. 5 in cotton. Many of these products were represented at the Flavors of Carolina show, along with beer, wine and distilled spirits, which are seeing rapid growth in the state.

Keeton says a rapidly expanding population of consumers is among the largest contributors to the overall size of the marketplace. “A lot of people are moving to North Carolina from out of state, and they’re searching for products that are grown and manufactured locally,” she says. “The Got To Be NC logo lets them know at a glance that these products are authentic to North Carolina and produced

with quality standards.” Besides flying at events, the distinctive green logo is used at roadside stands and markets to flag down passing motorists and on store shelves to stop shoppers.

In addition to the Flavors of Carolina food show, the Agriculture Department organizes its annual Got To Be NC Festival, a three-day event at the N.C. State Fairgrounds in Raleigh in May. Family friendly and open to the general public, it also showcases North Carolina products. About 75,000 people usually attend. “For 40 years, our marketing campaign has been our way of connecting people with our products,” N.C. Agriculture Commissioner Steve Troxler said at last year’s festival. “By joining us, our business owners can go from mom-and-pop outfits to a full business.” That strategy has worked for Swayne, and it’s working for Edgecombe County business owners Rusty and Mary Ann Holderness.

Rusty’s is a gift shop that has been a downtown Tarboro pillar for more than 40 years. It signals the start of the holiday season when it begins offering its locally famous peanut brittle. The century-old family recipe uses Bertie County peanuts. It sells out every year.

That level of success wasn’t the Holdernesses’ original intent. They were making their peanut brittle for friends and family when their daughter and son-in-law began using it to top ice cream desserts at

their Tarboro restaurant. “Their customers loved the peanut brittle so much they started asking for it,” Rusty Holderness says. “So, we thought we’d give it a shot and started selling it in our gift shop.”

After joining Got To Be NC, the Holdernesses’ business took off. Last May, they set up a booth at the Got To Be NC festival, and Rusty’s Peanut Brittle sold out every day. Keeton says they’re part of the growing Got To Be NC program’s membership, which numbers more than 2,600. She says joining is free to producers who meet the criteria.

At the entrance to the Flavors of Carolina show, Troxler welcomed vendors and customers. He says this was the first time the event, previously held in Concord, was in Greensboro. The move resulted in the show growing by 50 or 60 vendors. “It was a good decision, allowing us to expand and offer almost everything you can imagine in the food world,” he says. “You could get a gourmet meal in here.” — Teri Saylor is a freelance writer in Raleigh.

Steve Troxler

LANDLOCKED

North Carolina is losing farmland at one of the country’s fastest rates. Its farm preservation program trades grants for conservation easements that protect farmland forever.

Kim Palmer grew up on Haywood County land that his family has farmed for six generations. His Scottish ancestors purchased the acreage from a family who had received it through Revolutionary War grants in 1804. Through generations, family members bought neighboring acreage and divided it into parcels. As they passed away, retired or decided to sell, his father bought their portions, meticulously reassembling the original acreage. He paid for it with money he made from farming crops and raising dairy cows.

Palmer learned to love that land. “Growing up on a dairy farm, I was born milking cows,” he says. He and his wife, Tracey, have owned their Buckskin Branch Farm in Clyde since marrying in 1982. They followed in his dad’s footsteps, raising dairy cows, beef cattle, tobacco, tomatoes, bell peppers, corn, hay and dahlias.

As Palmer approached his 66th birthday, he began considering retirement. “I’m getting to the age I can’t farm like I used to, and we don’t have children,” he says. “So, I got to thinking what was I going to do with my land after I’m gone. There weren’t any other opportunities out there other than to sell it to somebody or give it to somebody in a will. And I didn’t want to do that without

guaranteeing they wouldn’t just turn around and sell it to a developer.”

Last year, Palmer joined the N.C. Farm Preservation Program, a division of the N.C. Department of Agriculture and Consumer Services. It helped him place his 489 acres in an easement. In the process, he received $492,000, maintained its ownership and protected it for generations to come. His land remains a working farm, and he is leasing it to a fellow farmer. He held out 20 acres for himself and his wife to live on.

The Farmland Preservation Program administers the state’s Agricultural Development and Farmland Preservation Trust Fund. It provides grants to landowners for long-term preservation of farmland, says Evan Davis, farmland preservation division director. In return, landowners agree to place their property in a permanent easement that will protect it from future commercial, residential and industrial development. “That’s the financial incentive for the landowner and the best of both worlds,” he says.

According to a 2020 American Farmland Trust report, North Carolina lost more than 732,000 acres of farmland to development between 2001 and 2016. The state is projected to lose about 1.2 million acres of farmland by 2040, making it second in the United States to

Texas in terms of projected farmland loss.

N.C. Agriculture Commissioner Steve Troxler lobbied the General Assembly to create the farm preservation program in March 2005. Lawmakers passed House Bill 607 during the 2005-2006 session, establishing the program and funding its grants. A Trust Fund Advisory Committee provides guidance on prioritizing and allocating the funding. “The first conservation easements through the trust fund were recorded in 2007,” Davis says. “And since that time, we’ve recorded over 250 agricultural easements totaling almost 38,000 acres across North Carolina.”

Davis says soil and water districts or land trusts work with the landowners, building the conservation easement package, recording deeds and distributing grants. They become the easement holding entity. He says landowners are invited to apply for grants during an annual application window, October through December.

The Southern Appalachian Highlands Conservancy administered the Palmers’ easement. “We were founded in 1974, and our flagship conservation area was in the Roan Highlands along what is now the Appalachian Trail,” says Jess Laggis, its farmland protection director. “In our region, we have a lot of history of people losing their land, and they tend to

be suspicious and are less comfortable inviting a third-party interest into their land management. We are compensating landowners for putting their land into a conservancy, but at the same time, they still own it, live on it, maintain it and continue farming on it, and that raises their comfort level.”

Laggis says landowners use their compensation in different ways, including funding their retirement, paying bills or their mortgage, or transferring land to the next generation. If they choose to sell their land or bequeath it to heirs, the easement accompanies the sale. Easements are recorded at the local courthouse and are forever attached to that land, so families

carefully consider their decision to convert it to an easement and discuss it with other family members.

The Palmers’ situation isn’t unique. Many North Carolina farms have been in the same family for more than a century. Davis says many generations have cared for the land. “For farmers that might not have had a plan in place, this program gives them some peace of mind about the future,” he says. “And it’s a way that we can help preserve our shared agricultural heritage and preserve these beautiful rural areas that are so important to the people of North Carolina.”

That’s the way Palmer sees it, too. Many thoughts consumed him as he was planning his retirement. “We found out about the Southern Appalachian Highlands Conservancy, and whenever

it came time for me to decide what to do about the future of my farm, I had to study long and hard, but I thought about my Daddy, and it came to me pretty easy,” he says.

Palmer points out that his family’s land butts up against the Great Smoky Mountains National Park and U.S. Forest Service land. “It’s pretty woodsy around here,” he says. “And we’re trying to keep it that way.” His entire family is negotiating easements for their own land, and together they aim to preserve the entire region.

“This preservation program gave us the opportunity to see that this land would remain pure, the way it is now with its mountainsides, farmland, wildlife and clear streams,” he says. “If you look at a map, you’ll see the love that’s been put into this place.”

— Teri Saylor is a freelance writer in Raleigh.

At F&M Bank, we believe that strong communities are built on strong relationships. For over a century, we’ve been more than just a financial institution—we’ve been a partner in growth, innovation and progress across Rowan, Cabarrus and Wake counties. Our role in the Piedmont is rooted in community connections, focused on investing in the people, businesses and ideas that shape the future of North Carolina.

I currently have the privilege of serving as Chair of both the Rowan County Chamber of Commerce and the Cabarrus County Economic Development Corporation. Our Executive Vice President, Tim Proper, also plays a key role as Chair of the Rowan Economic Development Council. Alongside us, more than 140 dedicated F&M Bank team members are committed to making a difference through leadership and service in their communities every day.

Our commitment to North Carolina communities reaches far beyond financial services. Through the F&M Bank Foundation, we champion initiatives that build strong, vibrant neighborhoods. From supporting organizations like the Boys and Girls Club of Cabarrus County, Rowan-Cabarrus YMCA, Next Generation Academy, Three Rivers Land Trust and WakeMed Foundation, to leading public capital campaigns for transformative projects such as Bell Tower Green Park, Partners In Learning, Forward Rowan and Rowan Helping Ministries—we’re proud to invest where it matters most.

For more than 115 years, F&M Bank has stood by the people and businesses of the Piedmont, growing alongside generations of families and entrepreneurs. We are proud to be a part of our communities’ story and honored every time someone new joins the F&M Bank family. Community banking is about relationships, and we know our greatest assets are the people and businesses we serve.

Steve Fisher Chairman & CEO F&M Bank

F&M Financial Corporation

Listed on the National Register of Historic Places, the Gem Theatre is one of the oldest single screen movie theatres in existence in the United States.

Renovations to the interior of the theater began in December of 2023 and included the installation of new seats, refurbishing the original seats in the balcony, refinishing the stage and floors, a new screen, curtains, and projector and repair of much of the original plaster work.

With a past tightly tied to manufacturing, Rowan and Cabarrus counties are embracing a new future. Quality of life, workforce development and other investments are spurring population growth and business diversity.

Kannapolis, which straddles the Cabarrus-Rowan county line, was once home to Cannon Mills, the world’s largest manufacturer of sheets and towels. It was owned by Pillowtex when it closed in 2003, taking 5,000 jobs and a chunk of the region’s identity with it.

Annette Privette Keller, Kannapolis’ director of communications, describes the punch the town took like this: “Without the scale of the jobs from the mill and residential options within the downtown, Kannapolis lacked the critical mass to sustain a thriving downtown. Businesses eventually shut down or moved, leaving vacant storefronts.”

Kannapolis’ story changed five years later, when the $1.5 billion North Carolina Research Campus opened. A

partnership of eight universities, David H. Murdock Research Institute, companies and entrepreneurs, it stands on the 350acre site once occupied by Pillowtex. And instead of textiles, it creates ways to empower human health through nutrition.

North Carolina Research Campus is one of the changes that abound in the two-county region. Kannapolis’s population, for example, was 59,321 in 2023, according to the U.S. Census Bureau. That’s 11.7% more than three years prior. The local economy is growing and diversifying with the addition of biotechnology, advanced manufacturing and tourism businesses. Education is better preparing students for local workforce needs. And retail, residential and quality-of-life enhancements, which support residents and welcome visitors, are being added.

COMMUNITY

Kannapolis leaders wrote a downtown master plan in 2015. Aided by the solicitation of private developers and public and private investment, they invested $113 million in five years. “[They had] the expectation that it could bring $374 million in private investment over the next 10 years,” Keller says. “Currently, property values have increased by over $100 million, and there has been approximately $118 million in private investment completed or underway. Employment estimation is that over 250 jobs have been created.” Investments in Kannapolis have taken many forms. There’s the $30 million streetscape and linear park downtown that offers gathering places and activity spots for pedestrians. A

RESEARCH CENTERS

Appalachian State University

David H. Murdock Research Institute

Duke University

North Carolina A&T State University

North Carolina Central University

NC State University

UNC Chapel Hill

UNC Charlotte

UNC Greensboro

$52 million baseball stadium opened in 2020; it’s home to the Single-A White Sox affiliate Cannon Ballers. Lansing Melbourne Group built 300 apartments above 18,000 square feet of retail space, a $60 million investment and partnership that saw the city provide a parking garage with 400 spaces. The historic Gem Theatre saw $3 million in renovations, and the Swanee Theatre was renovated, too. And $40 million was invested in more downtown residential units. “It really is amazing what we have accomplished in just a few short years,” Keller says. “I tell everyone that our downtown is like a Hallmark movie set now. It really is incredible.”

Brian Hiatt, Cabarrus Economic Development’s interim executive director, says other revitalizations are underway outside of Kannapolis. “Concord also is completing a streetscape,” he says. “And there are improvements planned

in Mount Pleasant, and Harrisburg has some things going on.”

When construction began on Concord’s three-block Downtown Streetscape project, workers uncovered trolley tracks, horseshoes and rein hooks from horse tack. “We also have the original survey marker for the first 26 acres of Concord, which we preserved and put back in its place,” says Kaylee Caton, design manager of the five-year downtown streetscape project, which was completed last month. The artifacts were preserved and incorporated into the updated design, which includes wider sidewalks, landscaping, public art and other upgrades. Its budget was $11.5 million.

A Façade Grant Program helped owners enhance and refurbish their historic properties. “I think communities are really into asking what residents want,” says Paige Grochoske, Concord’s

downtown development manager. “They want more dining, more entertainment, more places to be outside, more of a move from metro to small-town America.”

In October, Hendrick Motorsports unveiled its 100-acre Ten Tenths Motor Club at Charlotte Motor Speedway in Concord. It’s a road course, inner loop and short course for high-performance driving enthusiasts and car collectors. Completion is scheduled for April.

EDUCATION

Next door to the research campus is Rowan-Cabarrus Community College’s North Campus. It’s home to the college’s schools of nursing and biotechnology, Advanced Technology Center and North Carolina Manufacturing Institute, a workforce development partnership that includes three counties and two community colleges. The Manufacturing Institute has produced 400 graduates since 2015. “Over 35 local manufacturing firms … invest in the program and hire the graduates,” says David King, the college’s director of corporate training and business services. “The Business Services team builds and maintains relationships with the employer community to develop strategies and programs to solve complex talent problems. From assisting new or expanding businesses to recruit, screen, select and onboard new employees to training existing workers on new technologies and processes, and connecting students with work-based learning opportunities, RCCC’s business services account managers are the college’s eyes and ears in the region.”

Starting as Rowan Technical Institute, offering seven pre-employment short courses for adults, today’s RCCC has 44 programs of study, including 250 courses available online, at four campuses. “As someone said recently,

The North Carolina Research Campus in Kannapolis, is a 350-acre research center located just north of Charlotte. The campus is a scientific community that collaboratively works to empower human health through nutrition and clinical research.

the community college is no longer the best-kept secret,” says Elbert Lassiter, RCCC’s vice president of corporate and continuing education. “It’s the bestkept promise.”

RCCC’s Corporate and Continuing Education program trains workers for local businesses through apprenticeships, internships, work-based learning, BioWork and BioPharma certifications and Class A commercial truck-driver licensing. “We are responsible for two international training academies, the Okuma Machine Tool Academy and RJG Injection Molding Training Academy,” King says.

Rowan County is a certified ACT Work Ready Community, demonstrating a commitment to equipping a workforce with employer-required skills. Its Talent Attraction Campaign gives prospective business owners and job seekers the opportunity to learn about the county

Family Business & Farm Transition Planning Conference, March 20-21, 2025, Rowan Community Center, Salisbury. Sign up on Eventbrite.com

and region without pressure. “People can send a resume and their info and talk to a real person and get their questions answered,” says Mollie Ruf, Rowan Economic Development Council’s marketing and communications manager, who heads the program. “Then if they land a job, I connect them with housing or schools. It’s a free service, and we basically roll out the red carpet. Or, a plant manager will contact me and say they have a potential employee flying in, and I’ll meet with them.”

WORK

Cabarrus EDC Project Manager Samantha Grass says more companies are showing interest in Cabarrus County. “We have more companies looking and would like to see a cluster of life sciences industries here,” she says. Harris Morrison, founder and

managing director of Concord-based Fortius Real Estate Development and Investments, which is behind business, corporate and commerce parks in Concord, Kannapolis and Charlotte, says the county is open for business, overcoming challenges typical to all growing communities. “Cabarrus County remains a strong place to do business, and we are seeing new businesses locate to the area as well as existing buildings expand,” he says.

A Philip Morris plant once stood where pharmaceutical giant Eli Lilly invested $1 billion in 2022 and promised 600 jobs for a manufacturing campus at The Grounds of Concord, one of six featured industrial sites promoted by Cabarrus EDC. Last December, Californiabased Custom Flavors announced a $6.5 million investment for a factory in Concord and 30 jobs. And in

July, Avelo Airlines announced it was adding six new non-stop flights out of Concord-Padget Regional Airport.

When Charlotte Motor Speedway opened in 1960, cars racing around the 1.5-mile track in Concord topped out around 130 mph. They reach speeds exceeding 200 mph today. Finding those racing under General Motors nameplates with more speed while making them safer happens at nearby Charlotte Technical Center, which opened in 2022 with 250 employees.

More than 350 race teams, including some from NASCAR, IndyCar, Sportscar and Formula 1, have used the center’s engineering and information-technology services. “[Since opening] we’ve expanded our office space to support 98 additional engineers, we’ve added two more driver-in-the-loop simulators, two pull down rigs, five rapid prototyping

GOOD

DEEP ROOTS. DEEPER IMPACT.

printers, a full vehicle scanning system, an employee fitness center and a host of other equipment to support racing development,” says Operations Manager Matt Dix. “Our latest addition is a state-of-the-art fullvehicle testbed, which we expect to be operational by Q2 of this year.”

Rod Crider, Rowan EDC president and CEO, says Rowan is a regional economic development leader. “This impressive growth reflects our strategic location, abundant infrastructure and strong workforce, which make Rowan an ideal destination for industries such as advanced manufacturing, life sciences, EV suppliers, food processing and distribution,” he says. “With access to high-quality roads and interstates, robust utility services, and plentiful water and wastewater treatment capabilities, Rowan offers all the key ingredients companies need to thrive. Our community is ready to support the businesses shaping the future of North Carolina and beyond.”

Forward Rowan 2 is a five-year plan to attract 3,000 primary jobs in advanced manufacturing, logistics and distribution, life sciences, professional services and data centers by 2029. It’s estimated to increase annual consumer spending in Rowan by $141 million. “The big story is we have about 19 million square feet of spec buildings either available, under construction or proposed,” Ruf says. “All the hard work and thought processes coming to fruition have been going on for decades, and we’re at this pivotal time where all the hard work is finally paying off. It’s just the right place, right time.”

Proud

part of Rowan County

EXPLODING CORRIDOR

“The bottom line is Cabarrus has a lot of natural advantages, such as its proximity to Charlotte and Charlotte Douglas International Airport. We’re part of the exploding I-85 corridor, and we have a workforce that is growing in both size and talent,”Grochoske says. “Add to that the collaboration across the community that the EDC fosters, and it’s easy to envision a community where the lives of individuals and families continue to improve and our economy continues to grow.

“I hope for us to continue to diversify our industry base and bring more high-skilled jobs to the community, and strengthen our pipeline of K-12 students and employers, to provide opportunities for the people living here.” ■

— Kathy Blake is a writer from

Plug

Rowan County offers an ideal location for suppliers to the newly announced Vinfast and Toyota facilities in North Carolina. Weʼre located approximately 60 miles from both, so you wonʼt have to compete with your customer for talent. And with 23 million SF of new industrial space under development, we will have a facility that meets your needs and gets you to market faster!

Homegrown Solutions

Join Anita Brown-Graham and David Hurst as they spotlight communities across the state that are developing innovative approaches in health care, education, the economy and more.

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