Valley Business FRONT, Issue 208, January 2026 by Berryfield

ISSUE 208 JANUARY 2026 Virginia Tech Mining VWCC’s Laura Treanor BOCO’s Kyle Rosner Fancy Gap Pottery & Fabric Outlet Galen College of Nursing Wall Residences

VIRGINIA’S BLUE RIDGE BUSINESS JOURNAL

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Andy Cohen Leatherhous

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WELCOME TO THE FRONT We’re all over the place for our January edition. We have stories on the education and economic development and retail and community service FRONTS. We have FRONT Notes on business news that’s happening in all industry FRONTS. Likewise, our Career FRONT presents folks from eight different FRONTS. And in our FRONT’n Abouts, we’re on the front lines of all kinds of activities throughout our FRONT region. Too many uses of the word “front” for you? You’re right; we tend to get carried away. It’s just that we’re happy about that position. For that reason, our 2026 volume will continue the same trend. We figure you’re in the FRONT because we are… all over the place. That’s the point. Happy New Year.

Tom Field Gene Marrano Publisher Editor

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CONTENTS DEPARTMENTS

LEAD STORY PAGE 8

14 Virginia Tech Mining

BECAUSE IT STILL MATTERS

by Jennifer Poff Cooper

Roanoke’s Leatherhous hit 50 years.

18 VWCC’s Laura Treanor by Gene Marrano

By Tom Field

22 BOCO’s Kyle Rosner by Aila Boyd

26 Wall Residences 32 Fancy Gap Pottery & Fabric Outlet by Tom Field

60 Galen College of Nursing by Emma Thomas

PERSPECTIVES 16 Lead By Example by Carrie Cousins

20 Small Business Tool Kit by Bonnie Chavez

24 Biz Ops

by Zachary Collier

30 Business Cents by Daniel Colston

31 Organizing REVIEWS & OPINIONS 34 There’s Something

Happening Here

by Gene Marrano

35 On Tap from the Pub by Tom Field

38 Guest Commentary by Dr. Jaclyn Nunziato

40 Reviews FRONTLINES 42 FRONT’n About 50 Career FRONT 56 FRONT Notes vbFRONT.com

Pieces of the puzzle... ” “ are all here. — Page 23

FRONTcover photo of Andy Cohen by Olivia Marone.

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JANUARY

P.O. Box 1041 Salem, VA 24153 (540) 389-9945 www.vbFRONT.com

Staff Publisher / Creative Director

Tom Field tfield@vbFRONT.com (540) 389-9945

Editor

Gene Marrano news@vbFRONT.com

Advertising

Dan Dowdy (540) 797-7943 ddowdy@vbFRONT.com

Aila Boyd

Bonnie Chavez

Carrie Cousins

Dan Dowdy

Gene Marrano

Jaclyn Nunziato

ads@vbFRONT.com (540) 389-9945 Graphic Design

Nicholas Vaassen

Office Administration Emily Field info@vbFRONT.com Production

Berryfield, Inc. PO Box 1041 Salem, VA 24153 (540) 389-9945

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morefront.blogspot.com © Copyright 2026; Valley Business FRONT, LLC. All rights reserved. Reproduction or use of this publication in whole or in part without written permission is prohibited. Information within Valley Business FRONT is obtained from sources considered reliable, but cannot be guaranteed. Opinions expressed are not necessarily those of the ownership. Valley Business FRONT is primarily distributed to subscribers by mail, digitally and select locations throughout the Roanoke Valley, New River Valley, and western Virginia.

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Advisory Board Valley Business FRONT has organized an Advisory Board comprised of a selective group of diverse business professionals who support our mission and have an interest in how our business journal best serves our local communities and region. As a sounding board throughout their term, board members have been given the task of helping FRONT understand the issues and develop coverage. You will note that the Board is comprised of experts in many different business / industry “fronts.” This is intentional, as we are reporting on all the areas that affect our regional economy and are important to you. Although the members are encouraged to keep FRONT updated on their own industries and the key players, they aren’t limited to their area of specialty, as all commercial enterprises ultimately collaborate to impact our quality of life here in this part of Virginia. An additional contribution by the Advisory Board involves direct input on the various FRONTLists we present throughout the year. In keeping with our policy of being “the voice of business in the valleys” we ask each reader to join us as an editorial partner by contacting us with your ideas. You know more than we know about your business—or you certainly should—and that inside knowledge shared with our readers will make us all better at what we do.

2026 CONTRIBUTORS

Zachary Collier

Daniel Colston

Jennifer Poff Cooper

Emily Field

Tom Field

Olivia Marone

Emma Thomas

Linda Balentine Crowning Touch / senior services

Phil Barbour

We do nothing but nursing; that's our expertise. — Page 60

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Nicholas Vaassen

Freedom First Credit Union / finance—credit unions

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Micah Fraim

Fraim & Cawley CPAs / finance - accounting

A lot of people measure in metrics... but results are what matters. — Page 16

Kevin Holt Gentry Locke / legal

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Mary Ann L. Miller Bank of Botetourt / finance – banking

Alicia Smith

F&S Building Innovations / construction

Biographies and contact information on each contributor are provided on Page 54.

I hope there's still some applause for the follow up. — Page 19

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BECAUSE IT STILL MATTERS Roanoke’s Leatherhous hit 50 years. Strength of brick-andmortar comes from… leather. And the binds of customer appreciation. By Tom Field

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COVER STORY

Photos by Olivia Marone

These days, anytime you walk into a retail merchant shop, you have to wonder: how does it survive against the online shopping world? Increasingly, many shops also operate online. The National Retail Federation reports a “massive shift” towards integrated shopping in the past three years—where stores offer both in-person and online sales. NRF encourages the “omnichannel” experience in order for businesses to capitalize on total consumer revenue—a figure that Retail Monitor says vbFRONT.com / JANUARY 2026 u

Andy Cohen: I’m a good salesman; but I couldn’t do this without my wife [Gayle].”

is realized by 129.5 million in-store shoppers and 134.9 million online shoppers. So, how does Andy Cohen—the owner and operator of Leatherhous at Valley View Mall in Roanoke compete with e-commerce? He doesn’t. And yet Leatherhous just celebrated 50 years in business. “You know, we don’t have shops like this anymore,” says Cohen, as he calls back to chat when he’s not

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COVER STORY

at work, because the store is too busy at holiday time for an interview. Cohen admits he’s old school. “The thing is,” he says, “people really like to touch and feel, try on, and see for themselves firsthand when it comes to leather goods.” He has no doubt the internet puts a hard hit on his business; but the online buying trend has its drawbacks. “So many are disappointed [when they get their

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online order],” he says. The quality of leather varies greatly; and you’re not always going to be sure about what you’re getting when you place that order of something you haven’t held in your hands or tried on. “People say malls are dead. No, they’re not.” Not for shops like Leatherhous, Cohen exclaims.

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COVER STORY Leatherhous has all things expected with quality leather goods. Coats and boots and pocketbooks and bags. But also hats and moccasins and outdoor gear and various trinkets. Cohen says many of the products he carries are the same brands he started with or has carried for years. “It’s really nice merchandise,” he says. “We started in 1975… a partner and me, in Staunton, before coming to Roanoke.” Locals likely remember the Leatherhous store in Tanglewood at the “French Quarter” section, that was built out in a miniature village-like fashion, like you were transported to an Old World experience, lost in the commercial mall. Today, Cohen just has the one shop. Even though it could be located anywhere with foot traffic, Cohen prefers the mall. “Do you know what I fear?” he says, about other locations—including downtown markets, where one might expect a shop like his. “I’m afraid I might fall asleep,” he continues. Cohen says more customers come to the retail mall for his business.

” “

There are hardly any shops like this.

“There are hardly any shops like this,” Cohen repeats. “We’re 50 years doing this; still a mom-and-pop operation; I couldn’t do it without my wife, Gayle; and, well… I’m mostly just appreciative.”

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VT photos

Emily Sarver

A story about rocks would be boring, right? Hardly. By Jennifer Poff Cooper That is the perception Emily Sarver, professor of Mining and Minerals Engineering at Virginia Tech and new president of the Society of Mining Professors (SOMP), will be combating as she takes the reins of the organization. Emily Sarver grew up in coastal Virginia loving rocks, then “dug” (pun intended) earth science class in high school, but her engineer dad didn’t want to pay for a geology degree. The Mining and Minerals Engineering major at Virginia Tech satisfied them both. Involved in this area of study since 1999, Sarver received her bachelor’s degree, master’s degree, and Ph.D. from Virginia Tech. She fell in love with the Virginia Tech faculty, so after finishing her schooling she returned in 2011 to become one of them. “I had good mentors who drew me back to academia,” Sarver said. “They put a lot of faith in me even when I didn’t know what I wanted to do.”

to oil field work to environmental roles for the government. “The [job] market is amazing now,” Sarver said. Recently, a mining career fair featured 50 companies for just 100 VT undergraduates. Research is also part of her occupation, particularly in the environmental side of mining. She is internationally recognized as an expert in respirable mine dust characterization and monitoring. That means she studies dusty environments to better understand what is in mine dust and how to control it. Sarver has traveled all over the world, from Australia to the western United States, going into mines and taking samples for analysis. As a bridge between the environmental and health sides, she also works with doctors on how hazardous exposure is, how to monitor it, and how we could do better in the future.

Once in the classroom, she found teaching rewarding. Most students don’t know about mining as a career, so she uses the opportunity to sell them on its lures like being outside and “Looking at [cadaver] lung tissue samples is working with your hands. something I never thought I’d do,” Sarver said. The mining program at Virginia Tech is broad, encompassing “all the things needed to produce resources,” so graduates are able to land in careers ranging from chemical sales

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As a land grant university, Virginia Tech’s mission is to serve the community, which is what drew Sarver to the particular issue of lung disease and “keeping people healthy.”

EDUCATION FRONT Collaboration is a key component of SOMP, in both research and teaching. Sarver herself teaches a Zoom course with professors in Chile, Colombia, and Colorado. Class time is primarily discussion, and students even do group projects. She said students are intimidated by the time zone and language differences, but they ultimately find the group work rewarding.

Sarver found others sharing her passion in SOMP, whose goal is to guarantee the scientific, technical, academic, and professional knowledge required to ensure a sustainable supply of minerals. As president, Sarver will lead a diverse group of about 330 academics from more than 40 countries and 150 institutions worldwide. “My first goal is not to break anything,” she laughed. Other goals include shaping initiatives like mentoring for young aspiring faculty, building capacity, and connecting people through networking. This involves making members feel welcome, inviting new people, and “showing what we can do when we work together.” Sarver touts the international nature of SOMP as one of its successes. Her travels help her see what other areas are doing in the mining space, and SOMP holds regional meetings in parts of the world where travel is difficult: “We take the meeting to them.” Also key to her new role is outreach to the public, industry, K-12 schools, and government in order to create partnerships. She focuses on highlighting success stories, as “there is a lot worth showcasing.” Workforce is the industry’s biggest challenge now. Sarver said, “Mining is not so popular as a career choice. It’s really important in mining education to build the pipeline.” Besides an enticing salary, the question is, “How do we attract talent to the field and keep them there?” In addition to bringing in students, Sarver talked about making the field a friendly environment for women.

As SOMP’s new president, Sarver is organizing the society's 36th annual general meeting to be hosted by Virginia Tech in Blacksburg in July 2026. It will include workshops, panels, discussions, and case studies. Topics will range from content for social media to AI (a new challenge Sarver will bring in expertise to “help steer”). Members will also share their highlights and glean from others’ successes so they can adapt them to their own situations. Each SOMP annual general meeting boasts a field trip. While Sarver wasn’t yet ready to reveal the 2026 outing, which is still in the works, she said it will highlight local assets and industry partners, as well as introduce a professional development element. In keeping with Sarver’s philosophy of collaboration, the theme for the 2026 meeting is "Leading Together,” with the focus being “how do we leverage individual efforts to do bigger things?” The future of the field will be on the agenda. Said Sarver, “The public is coming back around that we need minerals. People want no more mining, but they want their stuff.” Cleaner energy takes a lot of minerals and requires collaboration, she said. The goal is to meet surging demand while elevating environmental and social responsibility. She said, “We need minerals, so how can we do it better? We have the technology and know-how and good people.” This brings Sarver right back to her initial interest in the subject: “I was always fascinated by resources and what humans will do for them.” And her enthusiasm still shines, as in a recent email: “I LOVE getting to talk about mining, mining education, and SOMP.” vbFRONT.com / JANUARY 2026 u

Marketing resolution: think in KPIs What business results do you want to see in 2026? Make a list. Be realistic about what you can achieve. Now let’s take that list and see where marketing fits into the mix. How can your marketing activities fuel growth that you can actually measure? That’s how you should frame those marketing resolutions. How is that different than what you are doing now? A lot of people measure marketing in metrics – and there’s nothing wrong with that – but when you are looking at business growth, results are what matter.

LEAD BY EXAMPLE By Carrie Cousins, LeadPoint Digital Executive Summary: This is the time of the year when everyone is thinking about resolutions for the coming year. I’m going to challenge you to toss that thought and consider a focus on key performance indicators instead.

Metrics are data collected on your marketing/advertising that can lead to consumer insights for advertising or marketing optimization for your audience. An example of strong metrics could be that you are getting a lot of impressions and clicks from an online ad. If we dig further, that ad is only truly successful if those clicks are meaningful, such as buying a product, filling out a consultation form, or booking an appointment. If there’s a disconnect between metrics and KPIs, then it might be a sign that your ad or marketing efforts are only generating awareness. You are getting in front of people, but are they the right people? If you believe they are the right people, then this information can help you dig deeper into the content and user experience on your website, after clicking a marketing message or ad. Lack of results can be indicators that something is broken – does the form work – or the design and content doesn’t resonate with the user. This could mean the messaging is misleading or your landing page has functionality issues or there is no clear to call-to-action. In terms of ecommerce, a disconnect here could be an indication of price sensitivity. Not sure where to start? The most common KPIs in marketing and advertising include: • Profit • Revenue

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PERSPECTIVES • Transactions • Leads • Cost per lead or sale • Return on advertising spend • Return on investment • Customer lifetime value Thinking in KPIs will reframe the way to think about marketing and advertising performance. You’ll be a little more critical and focused on the bottom line. (And that’s a good thing!) The caution here is that we don’t toss metrics all together. The perfect combination is understanding your metrics and how they help you make better business decisions. When you pair that with KPIs (results) that are tied to these activities, you can see and understand the value that marketing and advertising have on your business.

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Pair metrics with KPIs.

It’s a marketing resolution that will help your budgets – and bottom line – in 2026 and beyond.

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Dr. Laura Treanor

Dr. Treanor and student selfie

Filling those big shoes at Virginia Western By Gene Marrano Dr. Laura Treanor is the fifth president at Virginia Western Community College, following the game-changing tenure of Dr. Bobby Sandel. In two-plus decades at the helm as school president, Dr. Robert “Bobby,” Sandel oversaw major physical plant expansion on the Colonial Avenue campus in Roanoke. There was also a steady rise in student enrollment and a tack towards workforce development – making VWCC students job-ready with their two year associates degrees or shorter term certifications in hand, while also preparing those ready to move on to a four year school to pursue their bachelor’s and beyond. There were articulation agreements signed with four year schools to make transferring credits a seamless process. A new building dedicated to STEM – science, technology, engineering and math – is visible evidence of the dedication to educating and training students of all ages, even those returning to college after entering the workforce, complete with its own Dean of STEM (Amy White.) Enter Dr. Laura Treanor, who after a search

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that attracted 61 candidates nationwide succeeded Bobby Sandel last July. Treanor was most recently Provost, Senior Vice President for Instructional Services and Dean of Faculty at Vincennes University, in Indiana. Before that Treanor (pronounced like trainer) was a Dean and Vice President at Baker College in Flint, Michigan. Treanor said in the announcement confirming her appointment as VWCC president by Dr. David Doré, chancellor of the Virginia Community College System, that she looked forward to working with faculty, the school’s Educational Foundation (a fundraising arm) and local advisors, “to honor Dr. Sandel’s proud legacy.” No carpetbagger is she; Treanor, a Loudon County native, also has roots in this area, having earned a bachelor’s degree at Virginia Tech, along with her Doctor of Education in Blacksburg. (Her master’s is from The Ohio State University.) A student teaching stint while at Tech brought her to Hidden Valley Middle School in Roanoke

EXECUTIVE PROFILE

Dr. Treanor and Roanoke Mayor Joe Cobb

Dr. Treanor at Ballpark

County. She was also an associate professor at Roanoke College and in fact one of her first official acts as president was to sit down with RC president Frank Shushok Jr., signing an articulation agreement making student transfers more seamless. “It’s a nice homecoming,” she says, “[to] come back to an area that I love and is absolutely gorgeous.”

part of that agenda. Already the job market Treanor says is looking for college graduates who have worked with AI. On campus it involves not seeing it as competition, but as a tool to leverage what is being learned and take it to another level.

Treanor noted the transformation at Virginia Western since she left the Roanoke Valley to pursue other career opportunities, which she says now includes, “cutting edge facilities and equipment for our students. I was excited about the position as soon as it became available.” In a series of interviews as the field of candidates was whittled down, Treanor focused on what she could bring to the table, to take the baton from Bobby Sandel and keep moving the school forward. “Following Dr. Sandel is awe inspiring. To some extent its like following a headliner act – I hope there’s still some applause out there for the follow up,” she says with a smile, calling what the future holds Virginia Western 2.0. “Plugging in with the community, plugging in with [local] employers and economic development partners is still going to be important, perhaps even more [so], because of the ever-changing, quickchanging landscape in higher education.” New fields of study and emerging technologies means that Virginia Western must work to stay at the forefront, keeping in sync with industry changes locally and beyond. Teaching students – and faculty – “how to critically use AI (artificial intelligence),” is

Treanor loves the “beauty,” of the current Virginia Western campus and the cutting edge technology students are learning on, which she says rivals what can be found at four year schools. The environment – less of a commuter school vibe perhaps - now encourages students to stay on campus to rest or study between classes. One of her favorite activities is walking around the campus, engaging with students, “organically,” finding out what their story and personal journey is all about, where they see themselves headed. “They go out into the workforce more confident and more competent, because they’re going to be using those same things [learned at Virginia Western] in the real world.” “Dr. Treanor will have a hard act to follow,” said David Doré when announcing her appointment, “but I am confident that she will build on VWCC’S outstanding history of serving its communities and its diverse student populations.” Bobby Sandel remains involved with the Educational Foundation and is always just around the corner should his successor need some advice. “I am thrilled to return home,” says Laura Treanor; “this is a time of incredible opportunity for Virginia Western Community College, with so many good things going on in the region.” vbFRONT.com / JANUARY 2026 u

Employee Burnout can toast your business! Spotting burnout early Burnout often manifests first as subtle changes in behavior and energy. Employees who were once engaged may become withdrawn, less communicative, or noticeably more cynical. Deadlines slip, small mistakes increase, and responses like “I’m just tired” become routine instead of occasional. This is a sign they are running on empty, not that they have stopped caring. Pay attention to patterns, not one-off bad days. Repeated late-night emails, skipped breaks, or unused PTO can indicate that people are pushing past sustainable limits. When those patterns combine with irritability, decreased creativity, or reduced collaboration, burnout is likely at play, It's NOT a time-management problem. Practical strategies for leaders

SMALL BUSINESS TOOL KIT

Addressing burnout requires more than telling people to “take care of themselves.” Small businesses and nonprofits can: • Set clearer priorities so employees know what is truly urgent and what can wait, reducing the sense of constant crisis. • Model boundaries at the top, limit after-hours communication, and honor time off. Model that rest is valued - rather than unproductive.

By Bonnie Chavez , CEO of Building Beloved Communities

• Build predictable check-ins that ask about workload, not just project status, making it safe for staff to flag when they are at capacity.

Executive Summary: Employee burnout is not just an HR issue; it is a business risk that quietly erodes performance, culture, and customer experience. Recognizing it early and addressing it intentionally can protect your people and your bottom line. Bonnie Chavez is the CEO of Building Beloved Communities, a local consulting firm specializing in community-centered business solutions. bonnie@building belovedcommunities.com

• Simple structural changes, like automating repetitive tasks, cross-training to share critical responsibilities, or rotating “on-call” duties, can prevent burnout from concentrating on just a few shoulders. (That includes you, yes, YOU) • Investing in psychological safety, where people can admit struggle without fear, keeps issues visible before they become resignations. It is better to invest in the above strategies than to lose an excellent employee! Sometimes it isn’t about raises (sometimes it is). Imagine they quit; you have to hire, retrain, and start the cycle over again. Turnover is more expensive than a thoughtful investment.

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PERSPECTIVES Community as a burnout buffer Burnout thrives in isolation, and many small business and nonprofit employees feel pressure to “hold it all together” on their own. Creating intentional spaces for connection can be a powerful buffer. Peer circles, facilitated conversations, or short, recurring gatherings provide people with a space to exhale, reflect, and build practical resilience tools. Programs like the four-week Beloved Breakfast Club exemplify this kind of structured support, combining simple body-calming practices, mindset shifts, real-world tools, and community to help people feel better quickly while building lasting resilience. Designed especially for people in service-driven roles, it offers a low-pressure, high-comfort space to refill your cup, reclaim your energy, and remember why your work matters. If your team is showing signs of strain, consider making space—whether through Beloved Breakfast Club (we have cohorts in January/February and March) or a similar ritual—for them to gather, reset, and leave a little more nourished than they arrived.

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Pay attention to patterns.

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Bringing a broadbandfocused growth strategy to Botetourt County By Aila Boyd Botetourt County’s economic future will be guided by a leader whose career has centered on connecting infrastructure investment with long-term opportunity. The county has appointed Kyle Rosner as its director of economic development, tasking him with leading efforts to attract, retain and expand businesses while strengthening revenue sustainability and employment opportunities. He succeeds Ken McFadyen, who vacated the position to become county administrator in Alleghany County. Rosner comes to Botetourt with extensive experience at the intersection of government policy, broadband expansion and private-sector investment — a background county leaders say aligns with Botetourt’s growth priorities. “Botetourt County is a leader among Virginia localities, and I’m honored to be a part of the team,” Rosner said in the statement announcing his hire. “I look forward to continuing the county’s long track record of innovative and successful approaches to a strong and diverse economy.” Rosner most recently served as a senior

advisor at the National Telecommunications and Information Administration, where he played a key leadership role in implementing the statewide $42 billion Broadband Equity, Access and Deployment (BEAD) grant program. His responsibilities included policy development, grants monitoring and stakeholder engagement with states and private industry. Before that, he was director of government affairs at All Points Broadband, where he led business development initiatives and represented the company before state legislatures and local governments across the Mid-Atlantic. Rosner also served in the Office of the Governor as deputy broadband advisor, helping shape Virginia’s nationally recognized broadband initiatives alongside the Department of Housing and Community Development and the Appalachian Regional Commission. Rosner said Botetourt’s long-standing, intentional approach to rural development was a major factor in his decision to take the role. “Botetourt is a leader in rural and economic development, and the opportunity to join a team with a long-term, community-focused mission was incredibly appealing. My work in broadband was economic development in action, leveraging public policy and funding to drive private investment. That’s the core of what economic development is: aligning resources to create opportunity.”

Courtesy Botetourt County

Kyle Rosner

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Broadband access, Rosner said, has become one of the most influential factors shaping both economic growth and quality of life, particularly in rural communities.

EXECUTIVE PROFILE “With 96% of locations having or soon gaining fiber access, Botetourt is ahead of the curve—especially for a rural, mountainous county,” he said. “That kind of connectivity is a major draw for businesses and residents alike.” Rosner emphasized that broadband increasingly shapes how people decide where to live and work. “Site selection and business expansion aren’t just about numbers—it’s about quality of life,” he said. “Broadband helps answer key questions: Can I work remotely? Will my kids have access to modern educational resources? Can I enjoy small-town life without sacrificing modern amenities?” For small businesses and entrepreneurs, Rosner described broadband as foundational infrastructure rather than a luxury. “Commerce is done digitally so if a small business wants to advertise, for example, they need the internet to do so successfully,” he said. “Broadband is the 21st century equivalent to roads in 20th century. Imagine starting a business without access to a road; It really can't be done.” He added that expanded access has helped close long-standing gaps for rural communities. “Every aspect of life is online, and rural communities have been at a huge disadvantage until the internet reaches them,” Rosner said. “Broadband has leveled the playing field for county businesses and entrepreneurs, opening up a global market that was previously out of reach.” As Botetourt continues to grow, Rosner said economic development efforts will be shaped by a commitment to preserving the county’s character. “Botetourt has been incredibly intentional in its development, dating back decades, and it really shows,” he said. “The county's mountains, rolling farmland, James River, and world-class trails, all located with nearby access to big-city amenities, are Botetourt's ‘secret sauce.’ I don't want to change that recipe!”

Instead, Rosner said development will be focused strategically. “That means our focus is on developing well-established areas of the county, such as Daleville and Cloverdale, and looking at opportunities to infill or redevelop areas that aren't being used to their full potential,” he said. Rosner believes the county’s recent infrastructure investments position it well for growth in advanced manufacturing and entrepreneurship. “Advanced manufacturers like Eldor and Munters have made a home in Botetourt and that is a sector we'd like to see expand,” he said. He added that “Google's arrival in the county” could serve as “a catalyst for more growth in advanced manufacturing.” “The pieces of the puzzle — advanced manufacturers, Google, higher education institutions within one hour of Botetourt, universal broadband, and a wonder school system in BCPS — are all here,” Rosner said. Drawing on his experience across government and private sectors, Rosner said collaboration will be central to his leadership approach. “If there is one constant of my career, having worked at the federal and state levels of government and [in] private business, it is collaborating with partners to achieve shared goals,” he said. County Administrator Gary Larrowe said Rosner’s experience will strengthen the county’s ability to support both existing and emerging businesses. “Kyle will be able to bolster the efforts of Botetourt to focus services to business and industry already in Botetourt and to help press ahead with technology advancements and small business development,” Larrowe said. “We are excited to have Kyle augment Team BoCo as we grow investment and employment opportunities.” A native of Frederick County, Rosner holds a bachelor’s degree in political science and history from Radford University and was selected for Virginia’s Governor’s Fellow Program. He lives in Roanoke with his wife and daughter. vbFRONT.com / JANUARY 2026 u

Continuous improvement in four easy steps: plan, do, study, act Luckily, there is a proven four-step process that organizations can use to pursue continuous improvement initiatives known as the Plan-Do-Study-Act Cycle (or the PDSA Cycle). These four steps lay out the template for continuous improvement that any company can follow. The first step is Plan. In the planning stage, we begin by defining a problem to be solved. Perhaps it is shortening production times, increasing customer satisfaction, or reducing processing defects. Whatever the problem is, it is important to first understand and document the current performance to set a baseline. Planning also involves identifying performance measures that will tell us if we are improving or not over time. Finally, once the problem is understood and we know what improvement looks like, we identify a potential intervention that we hypothesize will improve performance.

BIZ OPS By Zachary A. Collier Executive Summary: Companies need to continuously improve their performance to stay competitive. But this is easier said than done. How should leaders go about continuous improvement within their companies?

The second step is Do. In this phase, the intervention that was proposed is implemented. If the problem is related to reducing defective products, perhaps we try sourcing from a different supplier or upgrading our machinery. Whatever the potential fix is, we make sure to collect data on our revised process. The third step is Study (sometimes also referred to as Check). This is the phase where we use our data to compare how well things are going after we make a change relative to before we made the change. We evaluate the performance of the system along the metrics of interest (e.g., defects per million units) and derive a conclusion about whether the intervention that we implemented in the Do phase is actually helping or not.

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PERSPECTIVES Finally, the last step is Act. If the change was successful, we need to make sure that it is formalized and continued into the future. Sometimes the change that is made is not successful, and that is okay. That just means that we need to cycle back to the Plan stage again with this information and devise a new strategy. The PDSA Cycle is a bit like the scientific method. Plan is where we make observations and form hypotheses, Do is where we conduct an experiment, Study is where we analyze the results, and Act is where we make conclusions about whether the data supports our hypotheses or if they need to be revised. The key to continuous improvement is that the PDSA Cycle never stops. Companies should keep cycling through the four steps, ideally achieving incremental improvements each time. Of course, not every change will bring about an improvement, but this information is valuable as well, because it can direct you to the changes that will bring about the intended improvements. Over time, the cumulative incremental improvements will add up to large gains in quality, productivity, and performance.

“” The PDSA Cycle is a bit like the scientific method.

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Submitted photos

Celebrating 30 Years of Purpose and Growth Celebrating 30 years, Wall Holdings, headquartered in Floyd, has become the largest Virginia-based provider of Developmental Disability services in the Commonwealth and the only 100% employee-owned ESOP in its field in Virginia. Great companies are built with purpose and an enduring mission. Thirty years ago, Jack Wall and Kamala Bauers founded Wall Residences in Floyd, Virginia with a vision shaped by Jack’s experience in the state system. He had helped pioneer a new model of home-based support for people with disabilities called Sponsored Residential. The service transformed lives, but Jack also understood its limits when confined to a single region. By forming a private organization dedicated to person-centered care, Jack and Kamala believed they could bring this model to communities across the Commonwealth. What they could never foresee was that Wall would grow to become both the largest Virginia-based provider of Developmental Disability services and the only 100% employee-owned (Employee

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Stock Ownership Plan or ESOP) company in the Human Services field in Virginia. Today, the core service that started it all remains at the heart of the company’s mission, but their reach and impact have expanded dramatically. Wall now operates in every region of the Commonwealth, providing more than 16 distinct service types and supporting individuals through three sister organizations: Wall Residences, Wall Therapeutic Solutions, and Wall Connections, all united under Wall Holdings. Wall’s growth has always been driven by relationships. The connections between families, Sponsored Residential contracted family providers, staff, and the individuals served have inspired nearly every program developed. As needs have

COMMUNITY SERVICE

John Weatherspoon

evolved across Virginia, the company deepened partnerships with state agencies and advocacy organizations, and responded by developing new community-based programs, therapeutic and behavioral support, and transportation options that help people thrive in home and community settings. With more than 500 employees, and an even larger network of contracted providers, they are positioned to see firsthand how community needs change and design services that meet those needs. Seventeen years after founding Wall Residences, Jack and Kamala faced a pivotal moment when considering succession planning that would shape the future of the organization. Rather than selling to a national corporation, as many human service agencies do, they chose a different path. They transitioned Wall into an Employee Stock Ownership Plan. Their decision was

rooted in a belief that the people who built this organization were the ones who could best carry it forward. Choosing employee ownership has proven to be one of the most significant drivers of innovation in the organization’s history. “Employee ownership naturally aligns with the work we do,” says John Weatherspoon, Wall Holdings CEO & President. “It is caring for the people who care for others. When the people closest to families and supported individuals have a stake in the organization’s future, they become catalysts for improvement. Ideas surface faster. Collaboration strengthens. Services evolve.” At Wall, many of the most meaningful advances have come from employee-owners who identified a need and helped create a solution. This reflects the company’s belief that all are leaders. Ownership turns that belief into action by empowering employees to shape the future

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of the organization and the services they provide. As explained by Gary Hamel and Michele Zanini in Humanocracy: Creating Organizations As Amazing As the People Inside Them, organizational models can empower or stifle. Employee ownership is the essence of humanocracy, an organization becoming a tool that improves the lives of the employee owners and those they serve. Weatherspoon and his colleagues at Wall believe the ESOP model is a powerful fit for Human Services, a field built on personcenteredness, trust, connection, and long-

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term commitment. Employee-owners understand that every interaction with individuals, families, providers, state partners, and one another shapes not only the quality of care but the future of the organization itself. Ownership strengthens retention, deepens accountability, and preserves the culture that has defined Wall for three decades. It also protects what matters most in a field where corporate consolidation can disrupt relationships and continuity of care. Wall’s ESOP structure keeps decisionmaking grounded in mission and anchored firmly in the communities they serve.

COMMUNITY SERVICE One of the most far-reaching impacts of employee ownership is the long-term financial stability it creates for families. As Wall grows, the value generated stays with the people doing the work, not external investors. This allows employee-owners to build meaningful retirement savings and, ultimately, generational financial resilience that strengthens both families and communities. In a sector not often associated with these opportunities, this is transformative. As Wall celebrates their 30th anniversary, they are proud of what their team of employee-owners have built and even more energized by what comes next. The needs of individuals with disabilities and families continue to evolve. The agency believes the ESOP model offers

a powerful, values-aligned path for other mission-driven organizations in Virginia. Weatherspoon notes, “I welcome conversations with providers and leaders in the Human Services field interested in exploring employee ownership while preserving the heart of their mission. Together, we can strengthen and reimagine what human services can be for the next generation.” He continues, “Valued Lives, Meaningful Living. This guiding statement is more than a tagline. It is the promise that defines who we are. It reflects our commitment to the individuals we support, the families who trust us, and the employee-owners whose dedication fuels our innovation. When people are valued, when they are empowered to lead and grow, meaningful living becomes possible for all of us.”

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Are you leading your people— or just managing them? Managers focus on tasks, systems, and execution. Leaders focus on vision, people, and culture. While great managers can certainly become great leaders—and every leader must manage to some degree—there are certain business owners who rise above the rest because of their ability to cast vision, inspire belief, and motivate people toward a shared mission. At the core of real leadership there is one simple principle: put people first in your decision-making. When you put yourself first, you create resentment. When you put profits first at the expense of people, you build short-term results with long-term damage. But when you put your employees and your clients first, you create a culture that becomes nearly impossible to stop. Loyalty grows. Excellence becomes the standard. The business begins to replicate success naturally.

BUSINESS CENTS By Daniel Colston Executive Summary: There is a major difference in business between managing people and truly leading them.

Daniel Colston, CFP®, CEPA runs a tax and investing firm in Roanoke, Upward Financial Planning, specializing in helping business owners and retirees. He can be reached at daniel@ upwardfp.com.

I’ve built my businesses from the ground up, acquired another company along the way, and today I manage four businesses with 17 employees while also overseeing 20 rental properties. The key to that growth hasn’t been flashy strategy, it has been something much simpler: treating people the way I want to be treated. The Golden Rule still works. Respect, clarity, fairness, and trust go further than most people realize. Another key has been overcommunicating our vision. I don’t assume people “just know” where we’re going. I repeat it constantly until everyone can clearly articulate it themselves. That shared vision cements company culture and ensures that high standards of service flow from leadership to employees and ultimately to clients and customers. When your people understand the “why,” they take ownership of the “how.” True leaders are also willing to hire people who are better than they are in specific roles. That can feel threatening to some managers, but it is empowering to real leaders. When you surround yourself with talented people and give them real authority, your business becomes strong and your absence no longer creates chaos. My wife is from Colombia, and this January I’ll spend three weeks there with her. My businesses will continue to operate smoothly (knock on wood) because my people are empowered to lead in my absence. That’s not just good leadership—it’s good business exit planning. You can’t sell a business that depends entirely on you. You can sell a business that operates like a well-oiled machine. Leadership is not about being a taskmaster. It’s about growing people, empowering them, then stepping back and allowing the business to flourish. At its best, leadership feels less like control and more like stewardship—guiding the mission while your people carry it forward.

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PERSPECTIVES Let’s get organized The first of the year is a great time to get organized— at home—at your office—at work. “The wish to get organized is always in the top of the list for New Year’s resolutions,” says Ann Custer of WOW Organizing. It might not be number one—that’s usually reserved for losing weight—but it’s always in the top five, she says. To be clear, “organizing” is not the same as “cleaning.”

ORGANIZING Special Report Executive Summary: Here’s a professional service to help you get— and stay—organized.

“The general public doesn’t always know the difference between cleaning and organizing,” Custer says. “It can really be a waste of time to clean or hire a cleaner if everything is disorganized. You can’t clean clutter.” Custer says, for that reason, she has partnered up with cleaning services—and the two distinct businesses are constantly referring one to the other. The challenge for so many people, according to Custer, is that they simply don’t know how to figure out their own system [to be organized and clutter-free]. “They need support and guidance… help in focusing.” In addition to her standard organizing services, Custer offers a “virtual” session that is becoming increasingly popular. It’s often used for “maintenance” after the initial service has been performed. Having an organized environment at home is something all homeowners appreciate. It decreases stress, improves efficiency, boosts a more positive attitude, and makes the day-to-day life more enjoyable. Today, organized homes are equally important for remote workers and for anyone who spends even more hours than usual “at the house” or virtual office.

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It can be a waste of time to clean or hire a cleaner if everything is disorganized. You can't clean clutter.

“I love what I do,” Custer says. “I transform situations.” How does that positive transformation happen? It’s not from a single attack where clutter is conquered—though that first service is often appreciated with great satisfaction and relief. To be organized you must stay organized—and that’s a habitual, systematic, practice that must be learned and applied. Ann Custer and WOW Organizing teaches those skills. Or, she’ll come back and provide organization services again until you learn them.

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WORK SPACE

Ribbons galore So. Many. Ribbons. Aisles and aisles. And miles and miles. This is just ONE product category at the popular Fancy Gap Pottery & Fabric Outlet in—you guessed it—Fancy Gap, Virginia. The popular,

multi-long-building complex just off I-77 in Carroll County delivers a fancy work space as it sells lots of pottery, fabric, home décor, handcrafting supplies, and more. One employee said she sees more visitors than locals, but since so many are repeat shoppers, she’s not really sure of the mix. Photo by Tom Field

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What’s on your wish list for 2026? Is it more affordable housing, meaning homes that younger people (or anyone else) can purchase so they can put roots down here. Roanoke City passed that controversial change to its single family R-1 designation last year, allowing multiunit development by right on what had been zoned for only single family detached housing previously. That led to lawsuits by several Roanoke City residents and a review with possible amendments to that zoning change early in the new year. Roanoke County claims to have almost 2000 housing units in the construction or planning stages; that could include a large townhouse development at the Vinton Business Park on Hardy Road, home to Cardinal Glass – but with no other tenant being landed over the past several decades. Developer Alexander Boone says he wants to build some more affordable housing there (high 200’s to low 300’s, which is what passes for new affordable housing these days.) “It's really not set up for industrial use,” he says of Vinton Business Park, being too remote from major transportation routes, but can provide more, “much needed housing.”

THERE’S SOMETHING HAPPENING HERE By Gene Marrano Executive Summary: A new year always provides an opportunity to look back at where we are and what might be ahead for the region.

The New River Valley is also moving ahead or is studying new housing options as well. The higher costs of building materials since the pandemic – and recent tariffs on steel – have also driven up building costs – and thus the price tag for hopeful homebuyers. City Councils, Boards of Supervisors and Planning Commissions may have to demonstrate some leadership, especially when the often small and sometimes loud NIMBY crowd objects to development. Perhaps you wish that this region would finally land that “big fish,” as U.S. Senator Mark Warner termed it on a visit to the Fralin Biomedical Institute several years ago, a high tech company that might employ hundreds, keeping more young people here after they finish school and go looking for a job. Maybe even closer coordination between school systems, Virginia Western Community College and other colleges, 2 and 4 years; working with local employers to make sure the training and courses are put in place to provide a ready, skilled workforce. The new Roanoke County Career and Technical Education Center slated to open by 2027 hopes to help plug that hole. Maybe some tenants for inside of Tanglewood Mall in southwest Roanoke County, where the outbuilding properties along Electric Road seem to be doing just fine, but portions of the mall’s interior not gobbled up by Carilion or the YMCA still remain dark, for years in many cases. A boost for our local retailers maybe, as more residents see the wisdom in shopping small and supporting their neighbors. Whatever is on your wish list, perhaps something on a more personal goal level, let’s hope for a less hectic and prosperous New Year in 2026.

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REVIEWS & OPINIONS Read the room When does something that takes five minutes take 50 minutes instead? When you have an inflexible employee. Today’s business lesson: adaptive performance. I walked into a packaging store. “Oh, good,” I thought. I’m second in line. There are two clerks at the counter, each helping one customer. There is just one person in line in front of me. I had my item boxed and taped securely. I had my Amazon bar code ready to scan for the return label. A two-minute transaction, following a few minutes waiting in line. Yeah. Right. For 50 minutes, nearly an hour, I got to watch a most inefficient demonstration by a young man who could not read the room. I cannot possibly describe all his actions (else I’d be wasting your time and doing to you what he did to me and everyone else standing in line that day). I’ll just say he chatted and small-talked with his customer. He measured and measured and remeasured her packages. He taped and taped and smoothed down the tape. He drew ‘this end up’ arrows… each on a sticky label, individually, then applied the stickers, individually, one-by-one, on all four sides, individually…with individual trips each time to his sharpie and label material over by his supplies on the other side of his register. Was he taunting me? I don’t know about that, but yes, my friend, he did look up. Yes, he saw the line growing behind me. He saw me, originally the last person in line at number two become the first in line to now sixteen agitated customers behind me. A line that now extended out the open door on to the sidewalk out in the frigid cold. I wanted to scream. I was in the twilight zone. I wanted to jump behind the counter to show the kid how to use a tape gun. How to measure. How to apply a label.

ON TAP FROM THE PUB By Tom Field Executive Summary: Are your processes flexible enough to adjust to changing scenarios?

All he had to do was merely step up the pace a bit. To a reasonable level—not even expedited—just reasonable (rather than what was probably his standard leisurely, friendly, no-need-to-hurry way of doing his job). I somehow managed to keep a smile on my face. I didn’t jump the counter. But for the love of Pete, man, READ THE ROOM. In the Army, we had a command: double-time, march! We got from point A to point B—an entire platoon of us—in half the time, when necessary. Years ago, I had a sales rep who could not read body

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REVIEWS & OPINIONS language. I had to explain to him how a prospect suddenly standing up, crossing her arms, shuffling to the door, grabbing her own door handle to close it behind you— was a sign. The meeting was over. Nothing mysterious; and no great skill required to read subtle body language. Just common observation. One of the best things you can do as a manager or trainer is to teach your staff how to adapt to changing scenarios at work or in customer service. Sometimes you might have to pick it up a little more than usual. Sometimes, you can remain polite, but forgo some of the idle chit-chat. Sometimes, you reassure people, or you change a process to accept simple or complex transactions. Sometimes, you need to do what you do—differently. When I left my 50-minute session at the packaging store; the clerk was STILL with that same customer. I kept my smile as I walked out of the store by a hostile audience. Reading a room is not just a peripheral soft skill. It’s essential. That is all. I have to go now. I’m running behind.

One of the best things you can ” “ do as a manager or trainer is to teach your staff how to adapt to changing scenarios at work.

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When we invest in mothers, we invest in the economy Let me tell you about one of those mothers. She works two jobs. She wakes before sunrise to get her baby ready, then takes two buses across town to work. On Fridays, she picks up a double shift, working 16 hours to earn under $200, most of which goes to childcare. Each week, she is forced to choose between gas and groceries, rent and diapers. Every week is a series of impossible choices. And maybe the most heartbreaking part of her story isn’t what she is doing but what she is unable to do. She is not thriving, she’s not dreaming, she’s not able to contribute her full brilliance, creativity, and potential to our community. Survival takes every ounce of her energy.

GUEST COMMENTARY By Dr. Jaclyn Nunziato, Founder & Executive Director, Huddle Up Moms Executive Summary: I am a physician by training, but the work that led me here did not begin in a boardroom or a business plan. It begins in the delivery room, alongside the mothers we serve.

This is not an isolated story. One in three families in our region experiences diaper poverty, meaning more than 15 percent of their income goes toward diapering alone. Diapers are not covered by SNAP benefits. Families live paycheck to paycheck, navigating impossible choices that most business leaders never see, but ultimately absorb the cost of. That reality is why Huddle Up Moms exists. As an OB/GYN, I have spent years bringing life into the world. Birth is beautiful, raw, and universal. In those moments, socioeconomic differences fade. But what follows matters just as much. Early in my career, I wrestled with the limits of medicine, knowing I could deliver a healthy baby, yet send them out into a community where they may not have a fighting chance to thrive. I learned what public health has long shown us: health is not just clinical. It is social, emotional, and economic. When mothers lack support, the consequences ripple across families, workforces, and generations. Huddle Up Moms began not as a charity, but out of contagious compassion in the model of social entrepreneurship. We use the tools of business; strategy, partnerships, data, and innovation, to solve problems that profit alone cannot fix. Though we are a 100 percent volunteer organization, we have served thousands of women across Virginia. We have distributed countless diapers and essential items through our National Diaper bank and Support Shop. We launched Moms Under Pressure, a blood pressure monitoring initiative that is saving lives by catching pregnancy related hypertension before it becomes fatal. The return on investment is measurable: healthier mothers, reduced preventable hospitalizations, improved workforce stability, and stronger communities. What Mothers Have Taught Me and What Leaders

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REVIEWS & OPINIONS Should Ask Themselves: Working alongside these women has reshaped how I lead, how I practice medicine, and how I think about business and community investment. Not through platitudes or inspirational quotes, but through hard-earned truths that deserve reflection. Resilience is not rare—but it is often underutilized. The mothers we serve show up every day despite extraordinary pressure. They adapt, problem-solve, and persist through circumstances that would sideline most people. Their strength is not loud, but it is relentless. These are the employees who keep organizations running during uncertainty and change. The question for leaders is this: Are we building workplaces that recognize and retain this level of resilience or unintentionally pushing it out through inflexible systems and unmet needs? Innovation often begins with necessity. Mothers are constant innovators. They balance competing demands, stretch limited resources, and find creative solutions daily. In many ways, they are entrepreneurs of survival. But survival should not be the ceiling of their ambition. With the right support, these same women can be entrepreneurs of growth, leadership, and economic contribution. So, we must ask: Are our systems designed to unlock potential—or to constrain it? And who never gets the opportunity to show us what they are capable of? Progress depends on someone willing to say “yes.” Every meaningful change I have been part of began with a single decision—from a funder, a partner, or a leader—who was willing to try something new. That “yes” creates

momentum. It opens doors. It transforms pilot ideas into scalable solutions. The question is not whether the need exists. It is: Who will be willing to say yes when the answer is not easy, but the impact is undeniable? This is what social entrepreneurship looks like in practice. It is not a choice between compassion and capitalism. Compassion without structure cannot be scaled, and business without purpose cannot sustain. True leadership demands both. More than 65 percent of deliveries in our region are covered by Medicaid. We are approaching a national inflection point in maternal health, workforce participation, and economic stability. Supporting mothers is not a “nice to have.” It is a business imperative. When mothers are underresourced, businesses lose employees, healthcare costs rise, and communities absorb the downstream consequences. The question is no longer whether we can afford to support mothers, it is whether we can afford not to. The most successful leaders understand this: strong communities build strong economies. The call to action is clear. Invest locally. Partner with organizations that measure both impact and accountability. Create workplace policies that reflect the realities of modern families. Volunteer, mentor, and fund solutions that strengthen the foundation of our workforce. Because the true measure of success is not what we build alone, but what we build together. When we invest in mothers, we invest in everyone. vbFRONT.com / JANUARY 2026 u

FRONTReviews > Readers and patrons of the business journal are invited to submit reviews (along with an optional photo) to news@vbFRONT. com. We’ve expanded our reviews to include books, music, art, performances, culinary—with a preference for local productions. Reviews must be original, include the author’s name and location, and should be brief, under 350 words.

From humble beginnings to Knighthood A “disregarded Welsh boy,” with a loving but stoic and stern father who though his son’s acting aspirations were folly; that desire fueled as a youngster when he saw a 1948 film version of Hamlet. Admission to the Royal Academy of Dramatic Art in London, then shortly after working with the storied Sir Laurence Olivier. One of the most distinguished actors of our time – and that voice. Its all laid out in Anthony Hopkins: We Did OK, Kid (Summit Books, 2025), a memoir by Sir Anthony Hopkins, who is proud to say he’s acting in his late 80’s. From The Silence of the Lambs (who will ever forget the quite mad Hannibal Lechter,)

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The Remains of the Day, and Legends of the Fall, to Elephant Man, Equus on Broadway, and Marvel’s Thor, Hopkins is a two time Academy Award winner, a two time Emmy Award winner of TV roles and a Laurence Olivier Award recipient. Like others in his family, he battled against the desire to move through life alone and finally overcame long standing issues with alcohol and personal relationships. “We did ok, kid,” is what he would say to his young self, and Sir Anthony did just that. An honest, page turning read for those that are fans of this Welsh actor, who took up the torch from fellow countryman Richard Burton and became one of the most iconic actors of our time. —Gene Marrano

Explain this, detective An admission: detective thrillers aren’t my preference. So, I’m scratching my head how I got this book. I’m thinking I snatched it from one of those mini-library boxes on the side of the road. That confession aside, prolific subgenre writer Jeffery Deaver’s Roadside Crosses (Simon & Schuster; 2009) was read in full. It felt exactly like watching Law & Order or NCIS (which he may very well contribute to, for all I know…the script fits perfectly). I think folks who enjoy the genre would enjoy this. I also think I would have enjoyed it more had I read it upon its

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Sarah Anglim

Macbeth

release. Why? Because there was so much overexplaining about how blogs and social media and video games work. But even the psychoanalyzing (how detective interviews work and reading body language) was overexplained. Had I read this in 2009, such descriptions wouldn’t have been as annoying. I did like the plot. The twists at the end? As predictable as the tv shows (whether you guess the whodunnit or not).

(also a tragedy) this spring. Is Roanoke ready for a Shakespeare festival of some sort in the next few years, maybe outdoors at Elmwood Park? —Gene Marrano

Sound familiar?

Oh, what fun! Our own anthology of regional voices can be “heard” in the just-released Appalachian Holidays (DoIT Publishing; 2025) by… well, people you might know. More Bard on the boards A project spearheaded and produced by Persiflage—a local writers group deployed a Showtimers Community Theatre few years ago by former FRONT editor Dan presented The Tragedie of Macbeth last Smith—this 234-page book features a little month, set this time in Appalachia instead bit of everything from local contributors. of Scotland (hence The Scottish Play often Short stories, poems, art, and even some heard instead of saying the “M” word) last comics—how can you not check out this month. Shakespeare’s tale of power, murder, compilation from your own neighbors in deceit, paranoia and bloodshed – often the Appalachia (pronounced ‘App-uh-LATCH-a’ Bard’s secret sauce – was brought to life by by the way)? With the earliest reviews calling an outstanding cast and first-time director it “charming, refreshing, delightful, engaging, Kayla Lees. I do wish they had placed a funny, mystifying, nostalgic” you can now synopsis of Macbeth in the program for review it yourself. Right after you order it those that might have had a hard time on Amazon or snag the Kindle version. keeping up with all the players involved (like me), something playhouses should be —Tom Field doing if they want to present Shakespeare on a more regular basis and get more people into it. Attic Productions did The Tempest in The reviewers: Tom Field is a creative director, 2024, the Bear Theatre in downtown Roanoke writer, and publisher; Gene Marrano is a news will stage Romeo & Juliet, a fan favorite reporter and FRONT editor. —Tom Field

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Thanks for nursing students > Galen College of Nursing in Roanoke County filled 25 Thanksgiving boxes for students, including nonperishable food (cans of vegetables, stuffing mix, potato mix, gravy mix) and bread. Food Lion donated turkeys and HCA Healthcare also provided $250 toward the effort, which was spearheaded by campus leaders and volunteers from the graduating cohort. Kayla Myers, Deonte Dance, Tonya Robertson shown.

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Ride along, lil’ doggy > Volvo Trucks and the Center for Pet Safety partnered up to address pet safety for truck drivers. A study indicated nearly a quarter of all truck drivers nationwide (over 200,000) travel with their “furry four-legged co-pilots.” On Dec. 12, a pet test demonstration on the new VNL semi-truck was conducted at the Volvo Truck Customer Center in Dublin.

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FRONT’N ABOUT FCV officer gets state appointment > Farm Credit of the Virginias (FCV), an agricultural lending cooperative serving Virginia, West Virginia and western Maryland, announced that Katie Frazier, chief brand officer, has been appointed by Governor-elect Abigail Spanberger as Virginia’s next Secretary of Agriculture and Forestry. Frazier has been a member of FCV and part of the senior leadership team since 2018, initially serving as chief marketing and external affairs officer before transitioning to chief brand officer title. “Especially at this moment of uncertainty across the farm economy, Katie’s decades of experience supporting Virginia’s growers and their families will provide the steady leadership our agriculture and forestry industries need,” FCV said in a news release.

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VWCC unlocks Alaska > Beginning this Fall, The University of Alaska Southeast (UAS) will accept students from Virginia Western Community College who have received an Associate of Science in Business Administration into the UAS Bachelor of Business Administration program, designed as a seamless transfer with no loss of college credit. A new program called Alaska Unlocked will begin in fall 2026, allowing all undergraduate students to pay in-state tuition, no matter where they live. “We’re so excited to partner with the University of Alaska Southeast to give our students even more opportunities to keep moving forward,” said Jeff Strom, associate professor of management and marketing at Virginia Western. “Thanks to Alaska Unlocked, Virginia Western students can continue their business studies online at UAS and pay the in-state tuition rate — making it easier and more affordable to earn an ACBSP-accredited degree.” The agreement gives Virginia Western students a new option for completing a bachelor’s degree fully online. vbFRONT.com / JANUARY 2026 u

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Flowers and trees at VWCC > The Virginia Western Community College Educational Foundation announces that it has awarded $198,111 in general scholarships to 121 students attending Virginia Western Community College. In 2024-25, the Educational Foundation also established these new general scholarships: Blue Ridge Wildflower Society Scholarship in Honor of Rich Crites, Lottie G. & Roy E. Flora Annual and Endowed Scholarships, Rizgar Shawkat and Enaas Abdullah Shawkat Endowed Scholarship and Trees Virginia Annual Scholarship. The Foundation award for those students goes towards dozens of established scholarships at VWCC.

New blood donation site > Two years in the making - the brick-and-mortar home for The Blood Connection donation center at Valley View has finally cut a ribbon. The Blood Connection debuted in the valley using a mobile blood and platelet donation center since arriving in the Roanoke market. Delisa English is President and CEO for the South Carolina-based blood collection business, which has contracted with Carilion Clinic: “we’re fulfilling a promise that we made to Carilion Clinic almost two years ago … to this community to bring Roanoke a fixed donor center worthy of the people that it serves – a permanent home for life saving work ahead.” The Blood Connection works with Carilion Clinic and with local EMS crews that need blood units on ambulances says Tim Auwater, Vice President of Operations at Carilion: “having the building here and the supply readily available … we can’t always rely on the supply being transported in, having the supply just makes a big difference for all of our hospitals and the people that we serve.” Auwater says Carilion looks to have a week's supply of blood in its inventory at any one time. The total units of blood products used by Carilion Clinic was more than 19,825 in 2024 and more than 16,615 to-date in ’25 as of Gene Marrano early December 2025.

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Alison’s legacy at Grandin Theatre > The Grandin Theatre Foundation in Roanoke has announced a gift of $14,000 from the For Alison Foundation. Established in 2016, the For Alison Foundation was created in memory of slain WDBJ-7 journalist Alison Parker, to give young people opportunities to experience the arts. The donation is explicitly designated for support of the award-winning Grandin Theatre Film Lab after-school program, whose mission is to supplement education provided by area schools and to teach cinematic arts for students. The For Alison Foundation has provided annual funding for the Film Lab since 2016. “It is difficult to explain how much this relationship has meant to the Film Lab for the past decade. To be able to receive support from the For Alison Foundation, and honor Alison’s legacy by providing resources to young minds has been a gift for the Theatre, the Foundation, and the Film Lab,” said Grandin Theatre Foundation Executive Director Ian Fortier. Photo Caption – Barbara Parker, director of the For Alison Foundation, presents a gift in the amount of $14,000 to Grandin Theatre Foundation Executive Director, Ian Fortier. vbFRONT.com / JANUARY 2026 u

Gene Marrano

Valley Metro hits mile marker 50 > Valley Metro is 50 years old, and Roanoke's public transit system along with Roanoke Mayor Joe Cobb celebrated by unveiling a 50th anniversary logo in November. Valley Metro now has three electric buses in its fleet; it moved to the new Third Street station two years ago and now offers late night and Sunday service. Look for more 50th anniversary events in the coming months. Cobb says there are plenty of moving parts when it comes to operating bus routes that reach all quadrants of the city and beyond: “for people that don’t know transit and don’t utilize [it] they don’t know the complexity of it. I think the riders [many use it for transportation to a job] may appreciate the hard work that goes in to keeping the buses operating and moving. They appreciate the dedication of the operators, the courtesy of the customer service and staff. It all works together – it’s part of what I call ‘the dance of transit.’” Valley Metro labels the milestone "half a century of connecting people, places, and progress."

Car in hospital— on purpose > Something you don't see every day - a car being lifted out of the 4th floor of a room at LewisGale Medical Center in Salem. The vintage '88 Chevy Nova - minus the engine was used for physical therapy routines. Elise Manning is program director for in-patient rehab at LewisGale: “we’re working with patients; some have suffered strokes or major fractures. The car helps us get them trained and ready to go home. It actually takes a lot to relearn that after a major medical event.” If a patient ready to go home can't get in and out of the car on their own, they would have to pay for a transport service, which can run into the thousands of dollars Manning noted. In its place a 2020 Chevy Equinox succeeds the Chevy Nova in that 4th floor Physical Therapy room. The Equinox SUV first had its engine compartment cut off by Tay Whiteside with Lift Arc Studios: “bring [the program] into the 21st century, use a modern SUV that people are familiar with, something a little easier to get in and out of.”

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Gene Marrano

FRONT’N ABOUT

Gene Marrano

HUM store > Six years after Huddle Up Moms, a local non-profit that supports new and expectant mothers was created, they now have a storefront with ample warehouse space on Marshall Avenue in downtown Roanoke. Executive director and co-founder Dr. Jaclyn Nunziato on the Support Shop and Diaper Bank available to mothers having trouble making ends meet: “to have a space where moms feel respected and heard and valued and have the structure and support that they need. To not only survive; I feel like mothers always survive, but to thrive in the community.” With benefits being cut for some at the low end of the income scale and inflation at the grocery stores still having an impact, Nunziato says, “we just cannot keep up with the demand. I think we need to work [together] as a community.” The Huddle Up Moms Support Shop and Diaper Bank in downtown Roanoke on Marshall Avenue offers diapers, baby wipes and other supplies for new and expectant mothers. Nunziato, an OB-GYN physician at Carilion Clinic, says donations and volunteers to help distribute those items are always welcome – and will be needed to sustain the Huddle Up Moms mission. More than 40,000 diapers helped get the support shop off the ground. Roanoke Mayor Joe Cobb was also on hand to deliver remarks at the ribbon cutting last month, after HUM relocated from a shared office space called The Haven on 5th Street.

Stalwarts of preservation > The Roanoke Valley Preservation Foundation held its annual meeting in late November, also giving out "Kegley Preservation Awards." The Grove on Patterson (a century old home now a residential program for women with young children Gene Marrano battling substance abuse), the Aspen Hill/ Peck-Figatt House in Fincastle and the Colony House Motel on Franklin Road - where the annual meeting was held - were recognized for being restored. Bob Clement is President of the Foundation: “Once it’s gone, it’s gone forever. In its place you can put a plaque that tells the story of the house, but it doesn’t really take on a meaning unless you can experience it in person.” Recognized with Kegley Awards as well were Heritage Education efforts at Roanoke Public Libraries, Roanoke College and the Bent Mountain Center History Room, along with the annual pub crawl & history fundraising scavenger hunt. Clement says it’s important to preserve Roanoke's architectural history: “we’ve lost a lot. Old Southwest [Roanoke City], that was the neighborhood back in the day. The city changed the zoning, and the houses were chopped up into apartments [or] were destroyed and replaced by commercial buildings and apartment buildings – and a piece of Roanoke’s identity disappeared.” The Kegley Preservation Awards are named for the late George Kegley, a retired newspaper reporter and longtime head of the Foundation. vbFRONT.com / JANUARY 2026 u

Gene Marrano

Life Ring founders give back > A big check ceremony last month, as the Life Ring Foundation handed over $1.25 million to support pediatric cancer care at Carilion Children's-Tanglewood. This is personal for Kelly and Jess Woolwine, who created the Life Ring Foundation to support cancer diagnosis and treatment for kids with cancer and blood disorders - like their 10-year-old daughter Charlotte, who battled liver cancer successfully as a young child - although that meant traveling to Cincinnati for treatment they hope is available locally soon. The funds will enable Carilion Children’s to hire more staff to help treat those children battling cancer. “We’ve all worked so hard for this. It just feels wonderful,” said Jess Woolwine, saluting Life Ring employees and volunteers, adding that it also felt “surreal,” to hand over that check. Dr Andrew Herman chairs the Pediatrics department at Carilion Children's, based at Tanglewood Mall: “we have an incredibly generous donor … we have the Taubman Cancer Center coming online [in 2027], with that we have a proton beam [diagnostic tool] which is incredibly important in childhood cancer since it reduces some of the risks of treatment.” The big check means Life Ring Foundation has now exceeded its original 2 million dollar pledge - the Woolwines have now committed to an expanded goal of 4 million. Submitted

Leaping over wall > Wall Residences—a Floyd-based organization offering a suite of support services for people with developmental disabilities (see story in this issue)—received designation as a Certified Center for Abuse Prevention and Safety by the Leadership for Empowerment and Abuse Prevention (LEAP). Four local residents, including staff and supported individuals, completed comprehensive coursework to become LEAP trainers.

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FRONT’N ABOUT Gene Marrano

RC’s lab school > It was conceived as a way to connect high school students to the college experience via a "Lab School," where they could also earn college credits. The second-year program at Roanoke College, Explore@RC, was toured by a member of Governor Youngkin's cabinet in early December. Virginia Education Secretary Aimee Guidera is out of job soon, as the Youngkin administration winds down. She spoke last month with local high school students taking part in Explore@RC, where they've earned college credits - and "gained a little more independence" as one teenager told her. “We were very deliberate to make sure that every community had the opportunity to host one of these Lab Schools,” said Guidera, “we put dollars into an innovation fund that’s been invested. There’s nothing stopping the next Governor [Abigail Spanberger] and the General Assembly from continuing to support this program. At the same time, we need communities to come together, foundations, businesses, school divisions, to say, we’re going to continue this.” Roanoke College staff and faculty involved with the Lab School, along with Roanoke College President Frank Shushok Jr., helped show Guidera around the Salem campus: “young people [can] imagine themselves and what they’re going to do after college in new ways,” said Shushok, and they’re doing that as [high school] sophomores and juniors, with greater clarity when coming to college, a greater sense of independence, greater confidence and greater soft social skills/ communication skills.” There are currently 15 lab schools partnering with colleges across the state - two and four-year schools. Valley Business FRONT is FRONT’n About at many events each month. Check the social media links at www.vbFRONT.com for more coverage. vbFRONT.com / JANUARY 2026 u

lead the private banking, wealth management, commercial banking, business banking, and treasury teams. Jenkins joined Freedom First in 2015 as a business banker before moving to commercial lending. In 2021, he played a key role in expanding the Credit Union into Townsend Lynchburg, quickly growing the market to Lewis Townsend over $250 million in has joined Freedom assets. Last year, First as vice president he stepped into his private and business current role of Senior banking. He has 10+ Commercial Banking years in the financial industry. Townsend was Executive. born and raised on the South Side of Chicago, EDUCATIONAL eventually relocating FRONT to Southwest Virginia. He will be based in the New River Valley.

FINANCIAL FRONT

Brandon Jenkins

Brent Jenkins has been appointed chief business and wealth officer at Freedom First Credit Union. He will

Dr. Robert Brandon was inducted the seventh president of New River Community College. Appointed as president January 2025, Brandon’s

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previous positions included vice president at Southwest Virginia Community College (Richlands); dean at Cleveland State Community College (TN); and professor and chair at Rockingham Community College (NC). He has a bachelor’s degree from Virginia Intermont College; a master’s from Tennessee State University; and a doctorate from UNC-Greensboro.

management and policy. Prior to that, her education and career were divided between Texas and her native South Carolina. Kaicey Manns, a math teacher at James Breckinridge Middle School, was named Roanoke City Public Schools’ (RCPS) 2025 Teacher of the Year during the annual celebration held at The Hotel Roanoke & Conference Center in November.

WELLNESS FRONT Virginia Nurses Foundation announced its 2025 Award Recipients, including Eberth the following from our Jan Eberth is the new region: Judy Ward, head of the Department Centra (direct patient of Population Health care); Wes Weber, Sciences at the Virginia- LewisGale (direct Maryland College of patient care); Stephanie Veterinary Medicine. Adams, LewisGale Eberth comes to (nurse manager/director); Virginia Tech from Katie Elmore, LewisGale Drexel University in (nurse manager/director); Philadelphia, where Jennifer Evans, Carilion she spent the past (nurse manager/director); three years as professor Megan Franklin, Centra and chair of health (nursing informatics);

CAREER FRONT Ottilia Lewis, Carilion (public health); Katie Page, Centra (public health).

LEGAL FRONT

Have a career announcement? Send announcements to news@vbFRONT.com. Photos should be color, 300dpi. A contact / source must be provided. Inclusions are not guaranteed and all submissions are subject to editing.

Anguiano

Cerretani

Leverette

Leverette (Liberty University School of Law) joins the commercial litigation practice group.

TECH/INDUSTRY FRONT

Brooks

The Roanoke office of Gentry Locke has added five new associates to the firm. Kiara Anguiano (University of Richmond School of Law) joins the commercial litigation practice group; Emily Brooks (Washington and Lee University School of Law) joins the general commercial

paralegal. Sohn earned a B.A. in biological sciences and sociology from Vanderbilt University and an M.S. in human nutrition from Columbia University. He earned his J.D. from Washington and Lee University. His primary area of practice is litigation, including local government and intellectual property.

Gayle

practice group; Haley Cerretani (University of Richmond School of Law) joins the general commercial practice group; Cole Gayle (Washington and Lee University School of Law) joins the commercial litigation practice group; Carter

Sohn

Jinsu Sohn has joined Spilman Thomas & Hanlon Battle as an associate attorney. Sohn previously Gregory (Greg) served the firm as a Hanlon has joined

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CAREER FRONT Entre Computer Center as Vice President of Sales & Marketing. He will be concentrating on account management and sales to the commercial marketplace. Hanlon was previously at Roanoke College for over 12 years serving in various roles withing student affairs and advancement. He was recognized in The Roanoker Magazine’s 40 Under 40 Class of 2025.

DEVELOPMENT FRONT

Gutshall

Ward

the Society of Industrial and Office Realtors Price Gutshall and (SIOR) designation. Barry Ward of Cushman The designation & Wakefield | Thalhimer is a professional have been awarded achievement reserved

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only for highly qualified commercial real estate practitioners with a strong transactional history in brokerage, fee-based services or executive management. To achieve the SIOR designation, recipients need to have consistently demonstrated professional ability, competency, ethical conduct and personal integrity, met stringent education requirements, completed at least five years of creditable experience in the highly specialized field of industrial real estate and remain a top producer. Today, there are only 3,300 SIOR members worldwide in over 50 countries.

MUNICIPAL FRONT

Sandy

Steven Sandy is the new Franklin County Administrator effective February 1, 2026, succeeding Christopher Whitlow, who announced his retirement. Sandy currently serves as the Deputy County Administrator for the County and has been involved in local government service

in Virginia for over 27 years, where he has held positions in the Counties of Botetourt, Montgomery and, most recently, Franklin since 2015.

Gearheart

County Administrator Rebecca E. Owens after more than 33 years of public service. Assistant County Administrator Doug Blount was previously named Deputy County Administrator to fill the vacancy created by her retirement.

Hanlon

Roanoke County announced that Madeline Hanlon has assumed the role of Assistant County Administrator; Laurie Gearheart is now Chief Financial Officer,

Beemer

and Jessica Beemer is the new Director of Finance and Management Services. The promotions follow the retirement of Deputy

Sobieski

Jacqui Sobieski has been appointed executive director of Botetourt County

Chamber of Commerce. Currently, an owner/ operator (along with her husband Brian) of Virginia Mountain Vineyards in Fincastle, Sobieski’s previous experience included 30 years in financial services (Fannie Mae, Bank of America, T. Rowe Price) and capital markets, accounting, underwriting, pricing, and eBusiness. A graduate of University of Chicago (BA in Economics), she’s lived in France, Bermuda, Germany, Texas, Illinois, and Maryland, before moving to Virginia the past 30 years. Compiled by Gene Marrano and Tom Field.

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CONTRIBUTORS Linda Balentine is a Roanoke entrepreneur, founder, and owner of Crowning Touch Senior Moving Services as well as its transport, consignment, auction, and real estate portfolio. The business caters to the high growth senior citizen demographic and has been serving our regional market since 1996. [ linda@ crowningtouchusa.com ]

Phil Barbour is proudly rooted in Southwest Virginia, graduating from Patrick Henry High School and James Madison University. With more than 25 years of experience in financial services, he has risen from teller to branch manager—ultimately becoming a leader in Private and Business banking. He gives back through volunteer work with educational and nonprofit organizations. Barbour enjoys his time with his wife, two sons, an energetic Siberian Husky, and tackling endurance challenges, like the Marine Corps Marathon, Ironman 70.3, and Virginia 10-Miler. [ pwbarbour@ freedomfirst.com ] Aila Boyd serves as the editor of “The Fincastle Herald” and “The Vinton Messenger” and coordinates social media for the Botetourt County Chamber of Commerce. She holds an MFA in writing from Lindenwood University. Bonnie Chavez is the CEO of Building Beloved Communities, a local consulting firm specializing in community-centered business solutions. Her driving force is to help all organizations overcome business barriers with a lens focusing on smart solutions that benefit the community. Bonnie is a proud lesbian, Latina woman who values her family, roots, heritage, and culture. [ bonnie@building belovedcommunities.com ] Zachary Collier, Ph.D. is Assistant Professor of Management at the Davis College of Business and

Economics at Radford University. [ zcollier@ radford.edu ]

Daniel Colston, CFP®, CEPA runs a tax and investing firm in Roanoke, Upward Financial Planning, specializing in helping business owners and retirees. [ daniel@upwardfp.com ] Jennifer Poff Cooper is a senior correspondent for FRONT, and a graduate of the RB Pamplin College of Business at Virginia Tech with a Master of Arts in Liberal Studies from Hollins University. She is a native of Christiansburg, where she lives and writes in her family’s home place. [cooperjp91@gmail.com] Carrie Cousins is the Director of Digital Marketing at LeadPoint Digital in Roanoke. For 15+ years, she has helped businesses tell their stories and get better results online with practical digital marketing strategies. She also an active leader in AAF, serving on the local and district boards, and is an adjunct professor at Virginia Tech. Dan Dowdy is the business development director for Valley Business FRONT and owner of The Proofing Prof proofreading services (proofingprof.net). His background includes service in the U.S. Air Force and an extensive career in education, including teaching college-level writing competency and business courses, and working for a Fortune 100 company. [ddowdy@vbFRONT.com] Emily Field is the office administrator for Berryfield, Inc. (publisher of FRONT and a media / marketing firm). She lives in Salem with her husband, Tom, and is the mother of three and grandmother of three. [ efield@berryfield.com ] Tom Field is a creative director, marketing executive and owner of Berryfield, Inc.

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in Salem, and owner of Valley Business FRONT magazine. He has written and produced programs and materials for local and international organizations for 40 years. [tfield@berryfield.com] Micah Fraim is a topreferred Certified Public Accountant and business finance strategist who is well-connected in the regional business community and nationally recognized. Publisher of The Little Big Small Business Book, he also publishes a blog at www.fraim.cpa/blog and is frequently interviewed as a business financial expert in national media channels. [ micahfraim@fraimcpa.com ] Kevin Holt is a partner at Gentry Locke’s Roanoke office where he has worked since 1998. His specialty practice area is commercial, real estate, intellectual property, and ERISA (Employee Retirement Income Security Act) litigation. He enjoys supporting and attending games of his two sports-active daughters and enjoys traveling (visiting 27 countries and 38 states). Olivia Marone is a seasonal contemporary portrait photographer with over two decades of experience. While she has worked in a variety of photographic settings, her true passion lies in the studio. With expert facial coaching and a knack for helping clients feel at ease, she ensures you look your absolute best. [ olivia. marone@gmail.com ] Gene Marrano is FRONT editor and an award-winning anchor and reporter for WFIR Newstalk radio. "Best one on one interview" award from Associated Press of the Virginias for his interview with former Roanoke County Chief of Police Howard Hall. [gmarrano@cox.net] Mary Ann L. Miller is vice president of business

banking and community relations at Bank of Botetourt. A graduate of Bridgewater College, she has been in the banking industry for more than fifteen years and currently serves on the board and executive committee as past-president with the Botetourt County Chamber of Commerce, a board member with the Daleville Institute, and is vice chair of the board of with the Botetourt Family YMCA. A native of Botetourt County, she resides in Daleville with her husband and two children. Jaclyn Nunziato, MD, MS, IBCLC is an Assistant Professor of Obstetrics and Gynecology at the Virginia Tech Carilion School of Medicine and the Co-Founder of Huddle Up Moms. [ jnunz24.hum@gmail.com ] Alicia Smith is vice president of F&S Building Innovations in Roanoke. She grew up in the construction business and has served in multiple capacities, currently managing all sales, design, production and marketing of the residential division. She's also the president of Build Smart Institute and serves on several boards, community and church organizations. Alicia enjoys lake-life living and fun times with her family (husband and two daughters) and friends. Emma Thomas is a Roanoke native and 2022 Hollins University Graduate. She works for WFIR News Talk Radio as a reporter. [ thomasek432@gmail.com ] Nicholas Vaassen is a graphic design specialist with over a million years of experience. His design projects include logos, magazines, web design, signs, newsletters, postcards, business cards, and any other marketing materials you can think of. [ nicholas vaassen@gmail.com ]

FRONT NETWORK

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RU’s Ed.D wins big Radford University’s Doctor of Education program was named the 2025 Program of the Year by the Carnegie Project on the Education Doctorate—a consortium of more than 160 higher education institutions. RU’s program was founded in 2020 and is fully online, a threeyear cohort. ____________________ Belonging Roanoke College has established The Center for Civic and Religious Pluralism—a student program and community to “make everyone feel like they belong here, regardless of their worldview.” It will host events and talks, presenting different perspectives on the same topic and is under the purview of the College’s Religion and Philosophy Department. ____________________ Bygone era of cafeterias K&W Cafeteria—a longtime popular cafeteriastyle restaurant—closed abruptly on December 1; announcing the closure of its Roanoke location on Hershberger Road as well as all its locations (8 in NC; 1 in VA). The first K&W in Roanoke opened in 1964 and was located downtown on Church Avenue. The Winston-Salem based company began in 1937 and operated around 30 cafeterias at its peak. ____________________ BEAP beep Fourteen businesses in Roanoke County received an apportionment of a $108,000 Business Equipment Acquisition

Program (BEAP) grant from the Economic Development Authority. The businesses included: Press Press Merch; P1 Technologies; Salem Animal Hospital; Queen’s Vegan Café; Valcom; OTH Chophouse; Mountain View Orthodontics; Firehouse Skate ‘n Play; Prestige Gymnastics Academy; Wilson Dental; Veterinarians to Cats; Sycamore Station; Seeking Wellness Counseling Services; Neely’s Accounting. ____________________

volunteer); Agape Center of the NRV (large nonprofit); Dolly Parton’s Imagination Library of Montgomery County (small nonprofit); Kelsey Grow (nonprofit leader); Tullio O’Reilly (community service Building up Rocky Mount individual); Volunteer Montgomery County Cornerstone Building (community service org); Brands—an 18,800 Kobia Consulting employee North (outstanding new Carolina-headquartered member); Baseline manufacturer of windows, Solar (green business); doors, siding, roofing and PC Land (tech business); related exterior building Shelly Stoddard products (that acquired (Sparkplug); Original Ply Gem)—is expanding Frameworks (minority CPA acquires another its Rocky Mount business); Beauty Lab operations in Franklin (small business); Michael Brown Edwards— County. The near $5 Barber (government Roanoke headquartered million investment should leader); Jay Tucker accounting firm—has create around 50 jobs. (business leader); and acquired Shelton & Co ____________________ Northpoint Insurance in Lynchburg, a 34-year Advisors (business of the accounting practice BCCC Awards year). Additionally, Erica specializing in Conner, Gil Yearwood, construction. The deal Botetourt County Larry Linkous, Nathaniel adds eight individuals Chamber of Commerce Bishop, and Sharon and brings Brown announced its 2025 Scott were inducted Edwards to 465 Annual Awards into the Hall of Fame. employees. recipients: Munters ____________________ ____________________ Global (business of the year); The Fishin’ Pig Governor’s board Buzz on 10 (emerging business); appointments The Reserve at Daleville Buzz (Buzz4Good)— (community impact); Criminal Justice a media and marketing Botetourt Family YMCA Services Board: Michael production initiatives (nonprofit); C&F Farms Miller of Bedford, Sheriff, for nonprofit (agricultural achievement); Bedford County Sheriff’s organizations—is now Jake Gossett, Jared Office; Board of Trustees showing on WSLS-10 Reinmiller, Ryan of The Roanoke Higher television (Thursdays at Hartberger, Taylor Education Authority: 7:30pm) and wsls.com. Lunsford, Ethan Mary Yolanda Trigiani of The programs are also Wright (public safety Roanoke, Chief Strategy available on Blue Ridge honorees); and Chamber Officer and Director of PBS and YouTube. awards: Tina Lowe External Relations, Virginia ____________________ (volunteer); Allison Tech Foundation, Szuba (ambassador); Inc.; Board of Trustees Popular grocery James Breakell (board of The Roanoke Higher store arriving member of the year). Education Authority: ____________________ Mary Yolanda Trigiani of Publix—a popular Roanoke, Chief Strategy grocery/supermarket— MCCC Awards Officer and Director of has begun construction External Relations, on its new store at Montgomery County Virginia Tech Foundation, Brambleton Avenue and Chamber of Commerce Inc. Virginia Racing Old Cave Spring Road announced its 2025 Commission: Bette in Roanoke County. Annual Awards recipients: Brand of Roanoke, The opening date for Whitney Stokes CEO/ Founder, Strategic the 50,000-square-foot (board leadership and Consulting, LLC; Virginia store is unknown. Forbes engagement); Patrick Recreational Facilities states Lakeland, Florida- Moran (ambassador Authority, Board Of

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based Publix is the largest employee-owned supermarket chain in the US, founded in 1930, currently operating 1,288 stores in seven southeastern states. ____________________

FRONT NOTES Directors: Phil C. North of Roanoke, Vice-Chair, Roanoke County Board of Supervisors; State Child Fatality Review Team: Chief Derek Weeks of Salem, Chief of Police, Salem Police Department. ____________________ RC reviews brief Salem’s Roanoke College and Grundy’s Appalachian School of Law have reportedly entered review about the viability of a potential merger. The law school has experienced financial setbacks, including a current enrollment of around 180 students (and around 40 faculty), with a needed capacity of 300. ____________________ Pulaski track roaring back After lying dormant since July 2023, a motorsports park is revving back to life with new renovations ahead of its expected reopening for the 2026 racing season. The Pulaski County Motorsports Park is

bringing racing back to its speedway and dragway. Formerly known as the Shelor Motor Mile Speedway, the 73-year-old track was donated last year to the county (along with Calfee Park, a historic minor league baseball stadium). Tim Miller is executive director of Pulaski County’s Sports and Entertainment Authority. “The first time I saw it I couldn’t believe the quality and scope and scale of the facility, and the track. I felt it was really important to evaluate the future potential of the facility and what we could do with it. I couldn’t fathom the idea of just letting it sit there and go to waste.” Miller said he worked closely with representatives from NASCAR, the IHRA, and other racing organizations to plan the park’s revival. The Pulaski County Motorsports Park is set to open this spring, with a season of events beginning in April and running until September. Miller says the sports tourism industry is booming and adds that the park will help improve

Have an announcement about your business? Send announcements to news@vbFRONT. com. A contact / source must be provided. Inclusions are not guaranteed and all submissions are subject to editing. the county’s economy and standard of living. ____________________ Roanoke County says more housing is on the way Roanoke County is moving to grow both its housing stock and job opportunities. During the Roanoke County State of the County Address last month, Board of Supervisors Chair David Radford said new homes are key to a stable future. “Currently more than 1700 homes are either under construction, approved or are in the plan review process, providing housing choices for all ages and incomes. That helps Roanoke County remain vibrant, inclusive and economically stable.” Roanoke County also expects to streamline

housing development guidelines and focus on denser areas with existing utilities – the goal is to preserve neighborhood character while meeting demand. ____________________ Vertical goes flat AeroFarms—the vertical agriculture produce company—is closing its operations in Danville (Cane Creek Centre in Ringgold), a loss of 173 jobs. Lack of funding from its principal investor was cited as the reason. ____________________ New manufacturing plant in the ‘Burg Polyzent Trading, a Virginia-based startup specializing in the manufacturing of stretch film wrap used for

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industrial palletizing and shipping, will invest $1.1 million to develop the company’s first manufacturing site in Lynchburg. At full capacity, the facility will create 20 new jobs across manufacturing, marketing, and management positions. The Virginia Economic Development Partnership worked with the City of Lynchburg to secure the project for Virginia and will support Polyzent Trading’s job creation through the Virginia Jobs Investment Program, which provides consultative services and funding to companies creating new jobs in order to support employee recruitment and training activities. ____________________ New local theater company It’s called Shine by JSP, as in Jeffrey/Spivey Productions, a new community theater group focused on developing talent and providing a stage for African American actors, directors and crew in the Roanoke and New River Valleys. Pastor Kirby Spivey is one of the "Shine" partners: “we want to showcase stories of people of color, establishing our history and heritage by way of the arts. I did some work when I was in Halifax, Nova Scotia, partnering with a theater company in Las Vegas. We were just looking for the right time and the right partners to bring it to pass here.” Former Roanoke City Councilman Robert Jeffrey Jr. and his wife Kristin Warren Jeffrey are also Shine partners. The first production is the Gospel-tinged musical "Crowns," in late

February at the Dumas Center on Henry Street in downtown Roanoke. Other productions will not always have a spiritual aspect – A Raisin In The Sun for example is on the to-do list. ____________________ Specialty crop funding from the Commonwealth $610,350 in federal Specialty Crop Block Grant Program funding has been awarded to seven agricultural projects in Virginia to help promote and enhance the competitiveness of specialty crops grown in the Commonwealth. Specialty crops are defined as fruits and vegetables, tree nuts, dried fruits, horticulture and nursery crops, including floriculture. Virginia Tech projects were recipients of several grants from that funding, including those working on cleaner irrigation water, soilless strawberry production, post-harvest quality and another focused on Diamondback moth mating disruption that could also reduce insecticide applications. ____________________ Last mile for those without broadband The Commonwealth’s Broadband, Equity, Access and Deployment (BEAD) Final Proposal has received final approval from the U.S. Department of Commerce’s National Telecommunications and Information Agency (NTIA). The Youngkin Administration says with this announcement, the remaining 133,000 unserved homes, with this approval, all of these

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locations have broadband projects underway. By approving the Final Proposal, NTIA has authorized Virginia to proceed with over $545 million in BEAD awards to 23 internet service providers to extend broadband infrastructure to more than 133,000 remaining unserved homes, businesses, and community anchor institutions. ____________________ Vinton Business Park repurposed? The Roanoke County Planning Commission heard a proposal last month that would have the county's economic development authority (EDA) sell property at the under-used Vinton Business Park to Developer Alexander Boone, who says he wants to build some more affordable housing: “It was really not [ideal] for industrial use. I’ve proposed 175 townhomes that should start in the high two’s [hundred thousand], maybe low three’s, and provide much needed housing for Cardinal Glass [the park’s only tenant] employees, but also for the Vinton area as well as Roanoke County.” The County Planning Commission recommended the EDA-Boone proposal, which then went to the Roanoke County Board of Supervisors for consideration. Cardinal Glass was the only business to ever locate at the park over the past few decades; which featured at least one other parcel that had been prepped for potential tenants. Boone suggested the Hardy Road location in Vinton, away from major

highways, made it a less than ideal shipping and receiving destination. ____________________ NS grants Several Roanoke organizations recently received $100,000 in grants through Norfolk Southern’s Thriving Communities and Safety First grant programs, designed to help local organizations strengthen the workforce, promote safe and sustainable operations, and build strong, resilient communities. This year, NS’ grant programs contributed a total of $283,370 across Virginia. NS says these grants, “deliver on-the-ground dollars going directly to programs addressing immediate needs in the Roanoke community.” Funding will support initiatives including college readiness, food insecurity, workforce development and preservation of Local Culture. Roanoke organizations receiving grants – a very diverse group – included the Least of These Ministry, the Virginia Museum of Transportation, Feeding America Southwest Virginia, Roanoke College and the Vinton Historical Society. ____________________ Bicycle, bicycle The Virginia’s Blue Ridge TWENTY28 U.S Roanoke Valleybased UCI Continental Women’s Cycling team has announced a multi-year technical partnership with Stromm Cycles, beginning with the 2026 season. After 15 years with Felt Bicycles, the team will transition to Stromm's

FRONT NOTES road, track, and time trial platforms across its professional roster.” Over the next three years, TWENTY28 and Stromm will bring the team’s top time trialists and pursuiters into a wind tunnel to refine rider positioning, cockpit integration, and equipment selection—turning validated data into faster results. “Our program has always married athlete development with engineering-level detail,” said Nicola Cranmer, Founder & General Manager of Virginia’s Blue Ridge TWENTY28. “Stromm brings fresh ideas, rapid prototyping, and a real hunger to prove themselves. In many ways, we’ve added a specialized technical unit to our staff—the Stromm team will be embedded with our riders and coaches throughout the partnership to keep improving on the road, the track, and in the time trial.” The TWENTY28 team is focused now on qualifying for the LA 2028 Olympics. ____________________

research associate in the Virginia Tech National Security Institute’s Intelligent Systems Division. “Prospective employers, whether it's defense contractors or the government itself, can see this designation and know that Virginia Tech is a trusted place to recruit from.” The program recognizes centers in three categories: cyber defense, cyber research, and cyber operations. This is the second time Virginia Tech has been named a center for research and first for defense. ____________________

Tech is cyber-ready

LewisGale Hospital Montgomery hosted a one-year anniversary celebration for its newest freestanding emergency room, Christiansburg ER in November at its $14 million dollars West Main Street, Christiansburg facility. “Since opening our doors one year ago, we’ve made a difference in the lives of over 13,000 patients,” said Lauren Dudley, LewisGale Hospital Montgomery’s chief executive Officer. The nearly 10,000-square-

Virginia Tech has been recognized as a national center both for cyber defense and cyber research by the National Security Agency. “This means the National Security Agency has looked at Virginia Tech’s cyber programs and curriculum and agree that our graduates will be prepared to go out into the workforce and be clearable and successful,” said Mark Thompson, senior

Arrivederci B’burg Zeppoli’s Restaurant and Wine Shop— a beloved and long-timethree-decade Italian eatery in Blacksburg, just off VT campus at University shopping center area —announced its closing in December. ____________________ One year and counting for freestanding ER

foot facility operates around the clock, 365 days a year and is staffed by over 30 healthcare professionals. Christiansburg ER is LewisGale’s third freestanding emergency room in Southwest Virginia, joining Cave Spring ER and Blue Hills ER. ____________________ Kids helped by MemberOne/VCU Member One (division of Virginia Credit Union) donated $5,000 to YMCA of Virginia’s Blue Ridge (after school programming at Gainsboro location in Roanoke) and $10,000 to HumanKind (Early Head Start facility in Lynchburg). ____________________ New MRI tech for LewisGale LewisGale Hospital Montgomery celebrated the addition of a new 1.5T MRI scanner with a ribbon cutting last month at its outpatient Imaging Center, adjacent to the hospital’s main campus in Blacksburg. The new magnetic resonance imaging (MRI) scanner replaces the hospital’s previous equipment, allowing for better imaging and more efficient workflows, which can lead to shorter wait times and better outcomes. The equipment integrates the latest AI technology and allows for future upgrades without having to replace the entire unit. The scans provide highly detailed images of soft tissues, making it ideal

for detecting abnormalities in the brain, spinal cord and joints, such as tumors, inflammation or injuries. Lauren Dudley, LewisGale Hospital Montgomery’s chief executive officer, said, “this new equipment adds more comfort to a procedure that can be uncomfortable for some patients, while also increasing the quality of the images it produces.” ____________________ Downtown Roanoke office demand uptick Thalhimer’s latest Research Spotlight on: The Roanoke Revival | Downtown Office Demand reports that, Roanoke’s investorowned downtown office inventory has seen an uptick in leasing activity since the start of 2024, and net absorption numbers have rebounded to pre-pandemic levels. As 2025 draws to a close, large blocks of contiguous office space are in short supply, and recent offerings have seen strong interest from a variety of companies drawn specifically to the amenity-rich downtown area. Momentum is strong the Thalhimer report concludes, “driven by limited available space.” That could mean downtown office space construction projects that had been paused when the demand dipped post-pandemic could be restarted at some point in the future. ____________________ Compiled by Gene Marrano and Tom Field.

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Galen College of Nursing: Nursing Roanoke’s Healthcare Industry Back to Health By Emma Thomas Galen College of Nursing was established in 1993 in Louisville, Kentucky, with the express mission of making nursing education more accessible and meeting the demand for nurses in the workforce. Two-plus years ago, Galen planted a campus in Roanoke County. Over the last thirty years, Galen has grown to include twenty-three physical campuses across the United States, as well as one virtual one. Two and a half years ago, the ribbon was cut on Galen’s Roanoke campus. Since then, they’ve graduated six classes and are currently working on their seventh. Dean of the Roanoke campus Dr. Kimberly Brown credits Galen’s flexible approach with some of that success, “Galen has brought an opportunity to Roanoke that did not exist, because students can enroll four times a year. That expedites their entry into education and expedites their exit into the workforce. That’s huge.” According to Brown, this flexibility sets them apart from some of the older, more established nursing programs in the area: “All of these other longstanding programs have waiting lists. We run four twelve-week terms in a calendar year…we give prospective students more entry points in a year.” Brown was a nurse on the frontlines for more than thirty years before beginning her fifteen-year career as a nurse educator. In that time, she taught at Liberty University,

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James Madison University, Radford University, and she even created Ferrum College’s BSN program in 2019. “I feel like in Virginia, at least, I have my finger on the pulse of what nursing programs look like and offer, and that has really helped give me some insight into what our campus wants to be in terms of serving the students.” Brown says that Galen’s flexibility is not the only thing that sets the program apart. In addition to offering more opportunities for students to begin their education, she says Galen offers them a more streamlined curriculum. “What differentiates us from other schools is we do nothing but nursing; that’s our expertise. We call it pure nursing. We’re not a school that also offers computer systems and paralegal degrees. All our resources are directed at nursing.” In line with their pure nursing philosophy, Galen acts as a one-stop shop for its students to enter the field. “We don’t require that they’ve done their prerequisites before they come. We offer all those prerequisites that can be taken at the same time as their nursing classes.” This is important, says Brown, because their

EDUCATION FRONT students can’t afford to wait around to complete prerequisites for a more traditional program. “Our students have life happening all around them. We’re a non-traditional population; the average age of our students is about thirty-three. Sixty percent of our students have dependents…and fifty percent of our students live at the poverty line. So, there’s a need there. There’s a real need to start, be supported, and exit into the workforce.” At Galen, Brown says that support comes in the form of first-of-itskind student services: free psychological counseling, and weekly opportunities for extra study and remediation with faculty members, “Other schools, that I know of, don’t provide [that].” While these supports certainly drive interested students towards Galen, they aren’t the only factor that drives enrollment. Brown says many of the more established programs in the Valley are affected by a shortage of instructors, which in turn leads to wait lists and limited enrollment opportunities. “The nurse faculty shortage in the US is one of the things that drives the student and the graduate shortage. Programs cannot enroll more students because they do not have [enough] faculty across the country. Academia pays less than working at the hospital…there’s just a lot of factors there.” While other programs in the valley may be more established, Brown credits Galen’s competitive benefits, wages, and faculty orientation with her institution’s ability to ensure they have enough faculty to support their students. “There’s not a good template for orienting an expert nurse to become an educator because those two things are not the same. But we have a standardized curriculum, and we have a very robust faculty orientation that allows us to be competitive.”

Dean Kimberly Brown

they can make a choice. But we have one hundred percent placement for our graduates,” says Brown. HCA – the health system behind LewisGale, has a minority stake in Galen and gets first dibs on its graduates. Right now, Brown says Galen’s Roanoke campus is in a good place, “Our enrollment is strong; the interest is strong. We are at a three-hundred-student enrollment. We’re in good standing with all the organizations that assess our quality. We have achieved our ACEN accreditation, and we are nearing the final stages of our final approval with the board of nursing. The board of nursing in Virginia requires that you do an initial approval visit when you open; we did that successfully. When your programs have graduated at least twenty students and [your students] have a greater than eighty-percent pass rate for the NCLEX, they come back and do a full approval visit. We’re having that visit in April.”

Even with all that success, Brown still has high hopes for the next nursing need that Galen might meet in the Roanoke Valley. “We are looking in the next two years to hopefully add an accelerated baccalaureate Galen’s formula appears to be working. program. When Radford and Jefferson Graduates are having success finding jobs College merged back in 2019, Radford shut in Roanoke, “Without exception. Most of our down the only accelerated BSN that existed graduates have jobs before they graduate. in this half of the state, so there is a need for They might have two or three offers on the an accelerated BSN.” That program would table. Some of our students are choosing to be geared towards helping prospective just focus on graduating and then taking the students who already hold bachelor’s licensure exam, the NCLEX, and then once degrees in related fields find a more they have that hurdle behind them, then direct path into a career in nursing. vbFRONT.com / JANUARY 2026 u

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Looking at [cadaver] lung tissue ” “ samples is something I never thought I'd do.

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