HBJ November 2021 issue

Keeping you informed and inspired.

November 2021

VOLUME 4 • ISSUE 11

AEROSPACE

Counting Down to Takeoff, Meet Artemis SLS COVER STORY

Rocket scientists here in Huntsville are already working on hardware for five iterations of the Artemis Space Launch Systems (SLS), America’s next generation exploration class rocket, and the only rocket that can fly the manned Orion spacecraft safety to the moon.

By Kimberly Ballard - Page 8

DEVELOPMENT

Huntsville’s Historical DEVELOPMENT Architecture: Stovehouse

The recent Stovehouse developments on Governors Drive have been a prime example of Danny Yancey’s vision since he purchased the property in 2016.

By Noah Logan - Page 16

ADDITIONAL STORIES • Sit Down With Success: Donny’s Diamond Gallery: Teamwork Between Soulmates

By Kimberly Ballard • Page 5

• Teledyne Launches Successful Test Rocket

By Mike Easterling • Page 6

• Dirt is Moving on the New Boeing Space Camp Operations Center

By Kimberly Ballard • Page 14

• Luxury and Convenience: Huntsville and Madison are Keeping Up with Luxury Apartment Trend

See story on Page 12

By Lori J. Connors • Page 20

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HUNTSVILLE

BUSINESS JOURNAL Vol 4, Issue 11 November 2021 600 Boulevard South Suite 104 Huntsville, AL 35802

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Huntsville BUSINESS JOURNAL

November 2021

Looking to provide health care coverage designed for affordability?

There’s a solution available for small business owners in Alabama.

3 ADVERTORIAL

By UnitedHealthcare With the health care industry and economy experiencing continued uncertainty surrounding COVID-19, small business owners may be dealing with the financial challenges of offering adequate, affordable coverage to their employees.

Level funded plans offer a potential way to help control costs Also called alternate funding plans, level funded plans may help small businesses reduce their overall health care costs and help plan participants get more out of their benefits. These plans include 3 components: 1. The plan sponsor’s self-funded medical plan. As plan sponsor, the employer sets up this plan to pay medical expenses for plan participants.

2. A third-party claims administration agreement. The plan sponsor enters into an agreement with the administrator, who provides claims processing, billing, customer support and other services.

3. A stop loss insurance policy. This provides coverage for large, catastrophic claims by a single covered plan participant and provides overall coverage in the event all medical claims go beyond a certain dollar limit.

Traditional insurance vs. level funded plans Traditional: With traditional insurance plans, the employer pays a fixed premium to the insurance company.

The insurance company assumes all of the risk, paying the medical claims, administrative costs, sales commissions and taxes. At the end of the plan year, if the actual medical claims are higher than expected, the insurance company covers them. But if they’re lower, the insurance company keeps the difference.

Level funded: With a level funded plan, the employer as plan sponsor sets up a medical plan that pays for plan participants’ medical claims directly. Part of the risk is taken on by the medical plan, with the rest covered by stop loss insurance. The plan’s level-funding structure means the administration fees, stop loss premium and monthly maximum claim liability are included in one fixed monthly invoice throughout the plan year. At the end of the plan year, if the total medical claims are lower than expected, the plan sponsor may receive a surplus refund for their health plan.1 And if they’re higher? The stop loss insurance policy covers them.

A great way to experience financial flexibility and freedom Level funded plans are easy to understand and specifically designed for small businesses. They may help plan sponsors: • Pay lower premium taxes throughout the year (stop loss coverage is still subject to premium tax) • Be exempt from many Affordable Care Act regulations and state insurance mandates • Get protection from unexpected high claims with stop loss insurance • Receive a surplus refund for their health plan at the end of the plan year if medical claims are lower than expected1 Meet the challenge of health care costs head-on Consider a level funded plan from UnitedHealthcare. With a variety of plan designs, innovative wellness programs, robust plan participant tools and access to the vast UnitedHealthcare provider and OptumRx® pharmacy networks, these plans are a way for small businesses to provide coverage designed for affordability and help their plan participants get the most out of their benefits.

For more information, contact your broker or visit uhc.com/levelfundedalabama Please consult a tax and/or legal advisor to determine if, by receiving this refund, there are any restrictions or obligations. Surplus refund available only where allowed by state law. A surplus refund is not guaranteed.

1

Administrative services provided by United HealthCare Services, Inc. or their affiliates, and UnitedHealthcare Service LLC in NY. Stop-loss insurance is underwritten by All Savers Insurance Company (except CA, MA, MN, NJ and NY), UnitedHealthcare Insurance Company in MA and MN, UnitedHealthcare Life Insurance Company in NJ, UnitedHealthcare Insurance Company of New York in NY, and All Savers Life Insurance Company of California in CA. B2B EI211109871.0 10/21 © 2021 United HealthCare Services, Inc. All Rights Reserved. 21-1106500-E

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Huntsville BUSINESS JOURNAL

Subsidiary of EVENT Publishing

President /Publisher................................................................ Todd Stephenson Editor ................................................................................................Gus Wintzell Writers.........................................................................................Kimberly Ballard

Alan Clemons

Lori J. Connors

Mike Easterling

Noah Logan Graphic Design ............................................................................. Justina Simon Website................................................................................................ Jim Gharib Photographers...................................................................................Steve Babin

Kimberly Ballard

Justina Simon Director of Sales ................................................................. Carolyn Stephenson Account Executives......................................................................... Noah Logan Distribution......................................................................................Glenda Mace Huntsville Business Journal is published monthly by EVENT Publishing,

PO Box 14219, Huntsville, AL 35815.

For advertising information call 256.533.8078, e-mail todd@eventhuntsville.com, or visit us on the web at www.huntsvillebusinessjournal.com For editorial information contact editor@huntsvillebusinessjournal.com ALL CONTENTS ©2021. ALL RIGHTS RESERVED. REPRODUCTION OR USE IN WHOLE OR IN PART OF THE CONTENTS WITHOUT THE PRIOR WRITTEN PERMISSION OF THE PUBLISHER IS PROHIBITED. HUNTSVILLE BUSINESS JOURNAL IS A REGISTERED TRADEMARK OF EVENT PUBLISHING. ALL RIGHTS RESERVED. UNSOLICITED PHOTOGRAPHS OR ARTICLES ARE SUBMITTED AT THE RISK OF THE PHOTOGRAPHER OR AUTHOR. EVENT PUBLISHING ASSUMES NO LIABILITY FOR THE RETURN OF ANY UNSOLICITED MATERIALS AND MAY USE THEM AT ITS DISCRETION.

November 2021

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SIT DOWN WITH SUCCESS

Donny Maleknia & Fatemeh Nazarieh at Donny’s Diamond Gallery: Teamwork Between Soulmates “Sitdown with Success” spotlights local entrepreneurs who describe their successes and failures, with tips for upcoming business owners. For the full-length interview, visit huntsvillebusinessjournal.com.

On their first date, Donny told Fatemeh he had two goals: to see his family again in Iran and to start his own jewelry store.

In 1994, Donny was able to visit his family in Iran after 18 years; and in 1999, he and Fatemeh opened Donny’s Diamond Gallery on Memorial Parkway.

Nominated this year for a Chamber of Commerce Small Business Award, they both say it couldn’t have been done without teamwork between soulmates.

What kind of challenges have you faced in your career?

Donny: I was working for myself as a traveling jewelry salesman when I was robbed in 1999. It was a dark time. I lost everything.

I got a job working at the jewelry counter for Service Merchandise. In the 10 years I worked there I became a multimillion-dollar producer. That is where Fatemeh and I met and that is when we started working on accomplishing my goal to own my own jewelry store.

All we did was save money. We did not qualify for any loans, and numerous times we came close to signing a deal on a building, but for one reason or another it fell through. One deal specifically was heartbreaking for us.

Fatemeh: It took so long to find our place, but Donny says things happen for a reason.

About the time our son was born, we found our current location, right next to the Service Merchandise on the Parkway where Donny worked, where The Rock is today.

Donny: In the beginning, cashflow was a challenge. I am the face of the

company, but Fatemeh has always been the planner, the marketer. She did all the paperwork. She juggled credit cards and paid the bills.

It takes inventory to open a jewelry store, so we saved what we could and kept the overhead low. Whatever we made, we put right back into the store. We bought clothes and groceries, but we did not go out dining in fancy restaurants. We did not take any fancy vacations or buy a fancy house. We had a goal we wanted to achieve.

When did you realize it was a success, that you were accomplishing your goals?

Donny: I think in 2001 we hit a milestone when we found a manufacturer in California that was affordable and who started doing our custom designs. They started doing our bridal and I was able to create a design and have it made. That is what set us apart from the competition.

By Kimberly Ballard / Photo by Steve Babin

What is Your Secret to Success?

Donny: We always treat everyone with respect and dignity. We were inclusive before inclusivity became vogue. Our philosophy is reflected in our Persian culture. We feel everyone who walks through our doors are a godsend, a gift; and we treat them that way.

And of course, we are honest and strive to maintain a good reputation. u

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Huntsville BUSINESS JOURNAL

DEFENSE

Teledyne Launches Successful Test Rocket

By Mike Easterling / Photo courtesy of Teledyne Brown Engineering The White Sands Missile Range, formerly known as the Proving Grounds, confirmed one of Teledyne Brown Engineering’s latest missiles is on point.

The Targets Division of the U.S. Army Space and Missile Defense Command’s (USASMDC) recently tested the latest in a series of target missiles developed

by Teledyne Brown.

The Economical Target (ET-2) missile was launched safely and successfully.

According to Teledyne, the ET-2 missiles are one of several affordable targets developed under the Tactical Range Air Defense Missile (TACRAM) program. The engineering firm goes on to say the ET-2 target missiles are fin-stabilized, singlestage vehicles that represent a ballistic missile threat.

“This latest addition and test launch for the TACRAM program is proof of a successful partnership between Teledyne Brown Engineering and SMDC” Furthermore, as the prime contractor for TACRAM and ET-2, Teledyne designs and builds these flexible target missiles for testing advanced air and missile defense systems for domestic and international programs.

“This latest addition and test launch for the TACRAM program is proof of a successful partnership between Teledyne Brown Engineering and SMDC,” said Jan Hess, president of Teledyne Brown Engineering. “We

have been able to deliver a flexible, affordable, and effective product solution in a timely and efficient way, enabling our customer to provide our nation with more advanced missile defense systems.”

Target missiles are guided missiles used for testing and development of other systems.

Teledyne stated that the latest launch from White Sands Missile Range was “a risk reduction flight to prove out the new design that will be used to exercise ballistic missile defense systems. This is the first successful ET-2 flight and the tenth successful launch for the TACRAM family of target missiles.”

Teledyne claims its TACRAM family of threat realistic products “continues to reduce cost and cycle time for ballistic missile testing.”

The TACRAM family of solutions includes the single-stage four-meter Sabre Zombie, the single-stage six-meter Pathfinder Zombie, the two-stage six-meter Black Dagger Zombie and the fin-stabilized ET-2.

“TACRAM reduces the cost of Army and missile defense programs’ test and evaluation efforts for missile defense assets. Currently, there have been 10 target missiles delivered with ongoing orders being manufactured.’’ u

November 2021

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Huntsville BUSINESS JOURNAL

AEROSPACE

Counting Down to Takeoff, Meet Artemis SLS This is the second of a three-part series, with the first part published in the October 2021 issue, on the inauguration of the Artemis Lunar and Deep Space Missions using the SLS Rocket.

Home to the propulsion systems associated with the rockets we currently fly, and every successful rocket we have flown in the past, the Rocket City is once again at the heart of world-changing feats and life and death-defying technology.

Rocket scientists here in Huntsville are already working on hardware for five iterations of the Artemis Space Launch Systems (SLS), America’s next generation exploration class rocket, and the only rocket that can fly the manned Orion spacecraft safely to the moon.

Fifteen percent more power than the Saturn V, Artemis Space Launch Systems is the only exploration class vehicle capable of sending humans into deep space along with large systems that are necessary to live and work in deep space.

And none of these missions can get off earth and escape earth’s gravity field without the SLS, managed and for a large part, built here in Huntsville!

According to John Honeycutt, program manager for Space Launch Systems, SLS is a foundational asset and key component to deep space architecture that will allow us to journey to Mars and destinations beyond.

SLS is a unique super heavy lift vehicle that allows for reduced complexity and risk to everything from payload design to ground infrastructure to in-space operations.

In a business that talks about risk and weighing probabilities of success, Honeycutt said SLS is way ahead of the game, providing the best opportunity for mission success.

“In 2019, the world celebrated the 50th anniversary of the Apollo 11 moon landing, for which

Artemis loaded onto Pegasus barge headed from Marshall Space Flight Center to Kennedy

Huntsville had … I guess you could say a small part,” said a cheeky Honeycutt to a recent audience at the National Geographic Theater at the U.S. Space & Rocket Center’s Davidson Center. “In the propulsion community we always let our friends at the manned space flight centers know, they can’t get there without us!” he said to the laughing audience.

“The Apollo and Saturn V programs changed the world, but I am here to tell you that Artemis and Space Launch Systems will change the world too. It will just be a little different this time because the vision is different, and the mission is different.

“When we land Artemis astronauts on the South Pole of the Moon, they will step foot where no other human has stepped before and this time, we are there to stay.”

It is important to return to the moon for many reasons according to Honeycutt.

“By putting boots on the moon, we can transfer the knowledge about what we learn to go further out and explore other planets,” he said. “With the horizon goal of sending humans to Mars, Artemis begins the next era of exploration.”

The build up to a sustained lunar presence consists of a series of 21st century firsts.

Honeycutt said they are working very hard towards a successful launch of Artemis I

By Kimberly Ballard / Photos courtesy of NASA

by the end of this year. Artemis I is an unmanned test flight for flying a manned Orion spacecraft on Artemis II in 2023. It will go further than we have ever been in space.

SLS Block I is a workhorse for the first phase of the Artemis program.

Looking at it being stacked at the Vehicle Assembly Building at Kennedy Space Center, what stands out is how big the rocket is compared to those used on the Space Shuttle.

“This rocket is huge, aweinspiring and just tremendous,” said Honeycutt. “The core stage is 212 feet tall and holds 700,000 gallons of liquid oxygen and liquid hydrogen used to propel the core stage, using the four RS-25 engines that produce 2.5 million pounds of thrust.”

That accompanies the two most

November 2021

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AEROSPACE

powerful solid rocket boosters in the world, recently tested in the New Mexico desert. The power of one of the boosters, each having 3.6 million pounds of thrust, provided 75 percent of the thrust needed to escape earth’s gravity field on initial takeoff.

Despite the newness, SLS will surprisingly reuse many of the reliable and proven propulsion systems upgraded from the Space Shuttle program.

“The RS-25 (main shuttle engines) are extremely reliable,” said Honeycutt. “We knew engine development was expensive and time-consuming, so we were fortunate to inherit 16 of them from the Space Shuttle program.

“We’ve done a lot of work to get those engines upgraded properly and we know these engines are extremely reliable. The RS-25s and solid rocket boosters we have, is the safest rocket we can fly.

“Teams here in Huntsville are already working on the exploration upper stage, which will allow us to launch 40 percent more payload than the rocket we are flying on today meaning SLS is going to send America’s most important human exploration and science missions faster and farther than ever before … or should I say, more, farther and faster.”

Fully stacked and integrated, SLS stands 322 feet tall and boasts 8.8 million pounds of thrust enough to hoist 59,000 pounds in translunar injection. The twin boosters and RS-25 engines make SLS 15 percent more powerful than the Saturn V launch rocket.

The rocket has the power and capacity to lift large complex payloads, reducing the number of operations needed in space and simplifying integration activities.

It is much easier, said Honeycutt, to put science missions and payloads together on the ground and deploy them in space, than it is to fly them in small pieces and build them in space. There is a significant amount of risk by doing that and SLS has that capability.

Honeycutt said SLS also allows for a lot of flexibility in the human missions, co-manifested payloads, and cargo type payloads used for

NASA SLS artist rendering

scientific missions.

Artemis II will fly relatively the same mission as Artemis I, but the astronauts will obit the moon.

“It will be the first time we have done that since 1972,” said Honeycutt. “We will be able to do a rendezvous on that mission.”

Scheduled for 2024, Artemis III will land the first crewed missions to the lunar surface in the 21st century.

With every mission, SLS will evolve from a system with greater capability than any existing launch vehicle, to a Mars-enabling capability, avoiding the need for a new vehicle design with each iteration.

He said from a biometric perspective, SLS can carry twice the volume of any contemporary launch vehicle including things like habitat modules, refractor telescopes for buzz science packages, robotic probes, and more.

Artemis IV will kick off tremendous activity with the beginning of the Block IB configuration and the USA – the Universal Stage Adapter, offering more volume for payloads, compared to the current industry standard of a 5-meter fairing.

From a mass perspective, the initial Block I configuration capability is over 100,000 pounds; and from an energy perspective, which is what it takes to escape earth’s gravity field, SLS offers

reduced transit time to the outer solar systems and cuts transit time in half or greater.

“We have done some mission analysis that show some missions might take seven to eight years to reach a destination on other rockets, while on SLS, it will take only two or three,” said Honeycutt.

“The scientists who developed the experiments spend a long time waiting for their spacecraft to get to their destinations, so we can speed that process up and help them get into the learning phase much faster.”

Several companies, all with a presence in the Huntsville area, are key to bringing Artemis to life.

Northrop Grumman developed the two 5- segment solid rocket

boosters; Aerojet Rocketdyne is responsible for the four RS25 engines; Boeing oversees the big new core stage; and Teledyne Brown Engineering is responsible for the Launch Vehicle Stage Adapter.

Boeing and United Launch Alliance are providing the interim cryogenic propulsion stage being built in Decatur. The ICPS is a modified Delta 4 upper stage using a workhorse proven RL-10 engine to provide just a little under 25,000 pounds of thrust for the upper stage.

The identical twin of Artemis I will be used in Artemis II to send the first astronauts into orbit around the moon since 1972.

Marshall Space Flight Center is doing an inhouse design for the stage adapter. The European Space Agency and Airbus are providing the surface module that powers the Lockheed Martin-built Orion spacecraft.

Hold on tight, Huntsville! To the Moon Alice! u

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Huntsville BUSINESS JOURNAL

COMMUNITY DEVELOPMENT

Gov. Ivey Joins Officials to Welcome Special Aerospace Services Campus to Cummings Research Park With a backdrop of sunshine, classical music and scrumptious food, Special Aerospace Services (SAS) broke ground on their new 55,000 square-foot facility they call “The Campus” at 1101 Explorer Boulevard in Cummings Research Park. The new facility consists of two buildings, and they expect to add up to 50 high technology jobs when they open next year.

SAS President and CEO, Heather Bulk and her husband Tim, started the Colorado-based company in their basement in 2007. Since then, SAS has become partners with NASA, the Department of the Defense, the Missile Defense Agency, and other commercial space providers.

The company has expertise in strategic and tactical services, engineering, propulsion, software, avionics systems, and safety; as well as design, manufacturing, assembly, and testing of both aviation and space projects.

“We are intentionally merging engineering and hardware on the manufacturing side of things, which have traditionally been separated,” said Bulk. “Within the walls of the building we will optimize the engineering, have training space, several high bays, and assembly areas for advanced manufacturing and research.”

Titled, “Breaking Ground, Breaking Barriers”, Bulk said the groundbreaking ceremony is monumental on many fronts, one being that she is the first woman-owned company to put down roots in Cummings Research Park, leveraging Governor Kay Ivey’s new business incentive law HB 192.

“I’m proud to stand here and share this groundbreaking with the people who enacted the policies and created the business culture that made this moment possible,” said Bulk. “When SAS was evaluating across the country, where we wanted to go with this expansion, I have to admit we were drawn to Huntsville over and over.”

Giving a shout out to Gov. Ivey who was in special attendance, “Those state and local incentives really drive it home, especially for small businesses,” Bulk said about the governor’s

Pictured left to right: Tim and Heather Bulk, founders of Special Aerospace Services; Alabama Governor Kay Ivey; Alabama Secretary of Commerce, Greg Canfield; Huntsville Mayor Tommy Battle; Jeff Gronberg, Huntsville-Madison County Chamber Chair

new law, which acted as a major incentive in their final decision to build their campus in Huntsville. “It made tremendous inroads that have allowed us to be the first woman-owned business to stand here today and have this conversation. HB 192 moves the mark for women in business.

“The culture of innovation … the people who truly care to follow through and make it happen, and the business-focused environment are the factors that led us here, and that will keep us here.”

Gov. Ivey talked about her motivation in signing HB 192 into law this past February.

“It’s good to be back up here in the Rocket City where things are always happening,” said Gov. Ivey to proud laughter. “Today we are here to celebrate a great new Alabama company doing remarkable things for our state.

“I knew after everything our businesses have endured, we had to do everything we could to get back on track and get our state back to work, which is why I was thrilled to sign this bill into law back in February.”

She said projects like SAS are driving Alabama as a business-friendly state.

“HB 192 is yet another means in which Alabama is demonstrating we are a pro-business state,” said Ivey.

“Today is special because SAS is the very first company to utilize this terrific economic development tool and

I can assure you they will be the first of many.”

Although SAS has only been around for about a decade, Gov. Ivey pointed out that they have quickly made their presence known in the industry.

“SAS plays a vital role in supporting our aerospace industry and I am so proud you have chosen to expand here in ‘Sweet Home Alabama’.”

Alabama Secretary of Commerce, Greg Canfield was also in attendance, joining Huntsville Mayor Tommy Battle, Madison Mayor Paul Finley, the Huntsville-Madison Chamber of Commerce executive staff, and several congressional representatives.

“Alabama is committed to having a business climate that affords underrepresented businesses a reason to locate here and thrive here,” said Secretary Canfield. “An innovative small business-like SAS will not only bring vitality to our business community but also provide a boost for our efforts to elevate STEM education and careers.”

The ceremony kicked off with Chris Maynard, talent acquisition manager at the U.S. Space & Rocket Center singing a moving a cappella rendition of the National Anthem, followed by the Presentation of Colors by the all-female Columbia High School Honor Guard led by U.S. Army LTC Eugene Thurman, Commander of the Jr. ROTC program at Columbia High School.

By Kimberly Ballard / Photo by Steve Babin

Located just down the road from the new SAS location, Bulk said it was another major marker for her company to have the ability to partner with a nearby school where their engineers and manufacturers can mentor students.

“A STEM education is something I care intensely about,” she said.

“Governor Ivey’s Alabama STEM Council and her Advisory Council for Excellence in STEM are doing incredible things to promote a science, technology, engineering, and math education. This commitment is simply imperative to our industry, our communities, and the next generation.”

“We are very excited to have SAS as the newest tenant in Cummings Research Park as they build The Campus,” said Erin Koshut, executive director of CRP for the Chamber.

“This company brings exceptional expertise and aerospace leadership to our community.

“We are also thrilled that they see the importance of inspiring and supporting our future STEM workforce, especially in their close neighbors at Columbia High School, located just down the road from their site. We look forward to seeing this development take shape in the coming weeks and months ahead.”

Bulk then surprised the audience by announcing a SAS commissioned STEM Boot Camp beginning in 2022. She said it is a brainchild of her husband Tim and is an internship program for students to work on innovative technologies.

“This real-world experience fosters STEM for our next generations of talent, so we are making a $2,000 donation to Columbia High School as a sign of our commitment to that mission,” she said to uproarious applause.

“This expansion to Huntsville demonstrates the confidence and appreciation for the workforce talent that is here, the diversity of Cummings Research Park, and our continued mission to support our nation in all things space and defense,” said Mayor Battle. “We welcome SAS to the Rocket City!” u

November 2021

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Huntsville BUSINESS JOURNAL

COVER COVER S

Northrop Grumman Gro Footprint in Support

By Kimber

If Huntsville had at any time in the past 75 years, shied away from very complex programs and solutions, rife with a lot of moving parts requiring a massive effort from a team of brilliant scientists to accomplish – well, we would all still be picking watercress and a gigantic boll of cotton would mark the city limits on I-565.

But instead, Huntsville has faced down the challenges of many almost superhuman feats.

Historic missile development – Check.

Ensuring survival on the International Space Station – Check.

Development of fused Integrated Battle Command Systems (IBCS) for the U.S. Army – Check.

Building the next generation of Artemis space explorers - Check.

So, when Northrop Grumman began implementing a strategy to recruit talent needed to execute their $13.3 billion development contract for the entire Ground Based Strategic Deterrent (GBSD) program, Huntsville was one of the five “spoke” locations to be considered.

GBSD is indeed massive. It is part of the Air Force’s complete recapitalization and replacement

Photo credit: Northrop Grumman

“GBSD is a mega program, very complex, that takes a massive effort from every imaginable aerospace defense company you can think of on our industry team working not pieces of the program, but all of it" of the ground leg of the Nuclear Triad, Intercontinental Ballistic Missile (ICBM).

“GBSD is a mega program, very complex, that takes a massive effort from every imaginable aerospace defense company you can think of on our industry team - working not pieces of the program, but all of it,” said Greg Manuel, sector vice president and general manager of Space Systems Strategic Deterrent Systems at Northrop Grumman.

“And we have to do it on time.”

GBSD is replacing the Boeing LGM-30 Minuteman III ICBM, an Air Force project that has been here in Huntsville for a long time, but has not been often talked about.

“It is the policy of our nation that when fired upon, we will fire back,” Manuel said. “The U.S. Army has the defensive interceptor

side, and the Air Force has the offensive ICBM weapons system side that provides deterrence for our adversaries,” Manuel said. “It is all about deterrence, even though it is used silently every day, 24/7/365.

He explains that if and when adversaries decide to launch a missile in the continental US, Alaska or Hawaii, the Army’s mission is to defend us by using their Ground-Based Midcourse Defense interceptor to intercept adversarial ICBMs. But the offensive leg and deterrent leg have to work hand in glove, he said. “The Air Force’s deterrent consists of our groundbased ICBMs, which is the largest piece of the Triad. It also includes Bombers and the Navy’s submarine-launched ballistic missiles, so everybody has a piece of the Nuclear Triad.”

“It will take a couple of decades to complete, but we are 13 months into an 8.5-year deployment program for development with completion expected in 2036” Being a deterrent, the intent is that GBSD missiles never, ever be launched, although they are always on alert, he explains. The penalty any adversary will have to pay is very high, and hopefully one they will not be willing to pay.

Looking to hire 500 employees as prime on the contract, Northrop Grumman was looking for a rich, existing talent pool where they could more easily recruit into bridge areas; where their employees could grow within the company professionally; and where they could raise a family and attend an excellent school system.

Northrop Grumman is already supporting a broad range of business in Huntsville including the Missile Defense Agency and several key supporting resources in Cummings Research Park and on Redstone Arsenal.

Manuel explains how massive an undertaking GBSD is.

“GBSD is a complete recapitalization and replacement of the entire weapons system, all Command and Control (C2) systems, and the entire infrastructure including all 450 launch facilities, training, and maintaining of maintenance devices that assures us a message from the President gets to the crew and all facilities,” Manuel said. “The re-modernization consists of replacing 150 launch sites in three missile complexes located at FE Warren Air Force Base in Nebraska; Malmstrom Air Force Base in Great Falls, Montana; and Minot Air Force Base in Minot, North Dakota.

“It will take a couple of decades to complete, but we are 13 months into an 8.5-year deployment program for development with completion expected in 2036.”

He said long lead production starts in 2024; and the rate protection program that includes building all missiles and components of the missiles, along with rebuilding all 450 launch facilities, starts in 2026.

Minuteman III stays in place as new GBSD go up. For every Minuteman taken down, a new GBSD goes up, so the U.S. always has 450 missiles on alert.

“The schedule is aggressive, and we are on a quick schedule, but we are hitting our milestones,” Manuel continued. “We see no reason why our first test launch at Vandenberg Space Force Base in California won’t take place during the fourth

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STORY STORY

ows Huntsville Jobs and of National Security

rly Ballard

quarter of 2023.”

Manuel said their test program, with a test program missile, ground equipment, and C2 must be tested before they start on the actual missile. That will run from fourth quarter 2023 through mid-2025.

By 2036, everything, all three missile complexes will be complete.

Northrop Grumman started the contract here in Huntsville in September 2020 but only recently officially opened their completely renovated two-building campus at 110 Wynn Drive to house GBSD, a missile production facility, and a software factory.

Located in one of the oldest buildings in the oldest section of Cumming Research Park, Northrop Grumman gutted the original building from the foundation up

Photo credit: Huntsville/Madison County Chamber

“We are excited to grow our GBSD team in Alabama and leverage the dynamic aerospace talent in the Rocket City to support this critical strategic deterrent capability for our country and allies"

and put it back together again, outfitting it as a state-of-the-art facility with multiple secured areas and a software factory.

“We are excited to grow our GBSD team in Alabama and leverage the dynamic aerospace talent in the Rocket City to support this critical strategic deterrent capability for our country and allies,” said Manuel.

“Huntsville’s rich Greg Manuel, Vice President & General Manager, expertise and legacy in Strategic Deterrent Systems, Northrop Grumman Command-and-Control systems will help our nationwide team deliver a safe, secure and effective capability to the U.S. Air Force on time and on cost.

“We looked at other locations in Huntsville, but we decided we could work with the community to be on the frontend of the move to revitalize this part of Cumming Research Park. We look forward to continuing our strong community partnerships and delivering 21st century innovation for our customer missions.”

With a couple hundred new people already in place, Northrop Grumman Photo by Steve Babin is looking to hire

Pictured left to right - back row: Chip Cherry, Huntsville/Madison County Chamber President & CEO; Huntsville Mayor Tommy Battle; Greg Manuel, Vice President & General Manager, Strategic Deterrent Systems, Northrop Grumman.

Front row left to right: Lucia Cape, Chamber Senior VP of Economic Development, Industry Relations, and Workforce; Erin Koshut, Executive Director, Cummings Research Park; Brad Duvall, GBSD Site Lead, Northrop Grumman.

another 250 to 300 high end jobs in all forms of engineering, cyber science, software development, business management, pricing and estimating, supply chain, software engineers, test labor, and quality and safety engineers.

“I’m thrilled that Northrop Grumman will be building on its already large presence in Huntsville while also advancing a strategic national defense priority,” said Alabama Governor, Kay Ivey.

“By selecting Alabama’s ‘Rocket City,’ Northrop Grumman has picked the ideal location to carry out this important national security mission, and the company’s growth plans represent welcome news for Huntsville and for all of the state.”

Huntsville Mayor Tommy Battle said Northrop Grumman is a valued partner in Huntsville’s preeminent role in the defense of our nation and armed forces across the globe.

“They are another great example

of our community’s ability to deliver great expertise in aerospace, rockets, propulsion and defense,” said Mayor Battle.

In addition to GBSD, key programs in Huntsville include the Missile Defense Agency’s Ground-based Midcourse Defense (GMD) and the Next Generation Interceptor (NGI) programs, the Army’s Integrated Air and Missile Defense Battle Command System (IBCS), as well as hardware integration and test support for NASA missions.

Northrop Grumman also supports numerous STEM organizations including Alabama School for Cyber Technology and Engineering, U.S Space and Rocket Center, CyberPatriot, and Madison County Schools WiFi Business Program.

For more information about joining the Northrop Grumman GBSD program team, visit www. northropgrumman.com/jobs. u

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DEVELOPMENT

Dirt is Moving on the New Boeing Space Camp Operations Center There is something new at the U.S. Space & Rocket Center!

The new 40,600-square-foot Boeing Space Camp Operations Center will be the permanent home for U.S. Cyber Camp as well as a 1,000-seat auditorium, 10 classrooms, and laboratories that support the Space Camp family of programs.

Named for the longtime supporter of the USSRC and its Space Camp programs, aerospace giant Boeing made a $3.5 million donation for the new building at the groundbreaking in October. It is the Center’s single largest donation to date.

“Our friends at Boeing have been with us since Space Camp began in 1982, and we’re honored to partner with them in creating a space that embraces the future of exploration and will inspire generations to come,” said Dr. Kimberly Robinson, CEO and executive director of the

Rocket Center.

Jim Chilton, senior vice president of Boeing Space and Launch said the Boeing Company is invest-

ing in the U.S. Space and Rocket Center because it provides innovative exposure to STEM-based knowledge and hands-on learning that help stu-

By Kimberly Ballard Renderings courtesy of Fuqua Partners Architects

dents see themselves in the careers of the future.

“In fact, many of our Boeing space systems engineers are graduates

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DEVELOPMENT

of Space Camp, and credit their experiences here with inspiring them to reach for the stars,” said Chilton.

In addition, the Center named its soaring new multi-functional Anthony Loumis Lobby in honor of 13-year-old Space Academy graduate Anthony Loumis, thanks to funds made available from the Allen Foundation.

Blue Cross and Blue Shield of Alabama contributed funds to outfit the Robotics Lab. The Gary Brukardt Foundation’s donation will equip the Rocketry Propulsion Lab; and the Dr. Joyce Neighbors Trust endowed the STEM Lab. All three of the 10 state-of-theart classrooms will be named for those gracious donations according to the USSRC. The State of Alabama previously awarded the Rocket Center an economic development grant for the construction of the facility, but construction has been delayed because of the COVID-19 pandemic.

Located between the Rocket Center’s Education Programs building and the Habitat 1 Space Camp dormitory, the Boeing Space Camp Operations Center is now well underway and scheduled to open in March 2023.

Designed by Fuqua and Partners Architects, Fite Building Company of

Decatur is the general contractor.

The U.S. Space & Rocket Center® is a Smithsonian Affiliate and home to Space Camp®, Space Camp Robotics, Aviation Challenge® and U.S. Cyber Camp®; as well as the Apollo 16 capsule, the National Historic Landmark Saturn V rocket, the INTUITIVE®

Planetarium, and world-class traveling exhibits.

USSRC is also the official Visitor Center for NASA’s Marshall Space Flight Center, and a showcase for national defense technologies developed at the U.S. Army’s Redstone Arsenal. u

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DEVELOPMENT

Huntsville’s Historical Architecture: Stovehouse

By Noah Logan Photos courtesy of Stovehouse Marketing

The recent Stovehouse developments on Governors Drive have been a prime example of Danny Yancey’s vision since he purchased the property in 2016.

When he was presented with the opportunity to redevelop the Martin Stove building, the Stovehouse CEO began researching large scale industrial redesign projects called adaptive reuse. His experiences in Nashville, Chattanooga and Atlanta helped form his vision for what the former stove factory could eventually become.

“In every possible situation that we can throughout the campus, we want to honor what came before us” In 2021, Stovehouse was transformed into a blended village of restaurants, cocktail & coffee bars, offices and event spaces. Companies like NAI Chase Commercial and Crunkleton Commercial Real Estate have helped Stovehouse become a hub for entertainment in Huntsville.

Amidst all of the modern additions to the 226,000 square foot campus, the history of the Martin

Stove building has managed to be preserved and displayed for all visitors to experience.

Stovehouse is constructed on the bones of the Martin Stamping & Stove Factory. Construction started in 1928 and its first tenant was the Electric Belle Stove Company.

W.H. Martin and his brother Charles visited the plant in 1939 to bid on machinery being auctioned off. The brothers from Sheffield, Alabama instead opted to place a bid on the entire operation where they began producing a line of unvented gas heaters.

Over the next 60 years, the plant was also used to produce magazine heaters for the Army during World War II, electrical heaters, barbecue grills, gas logs and filing cabinets.

The facility would remain operational throughout the 20th century but financial troubles forced the Martins to close their Huntsville property in 2000.

From manufacturing stoves to manufacturing leisure, Stovehouse has helped put a new face on a section of west Huntsville while displaying various architectural features and construction artifacts from the historical

Huntsville community.

The 12-acre campus features signs from the past made of bridge trusses and columns constructed from acetylene canisters repurposed during WWII austerity measures.

Stovehouse Marketing Director Steven Jackson has maintained the importance of preserving the history of Huntsville through the development process.

“In every possible situation that we can throughout the campus, we want to honor what came before us,” Jackson said earlier this year. “And I think that feels authentic and that lends to a better experience.”

One of the most recent developments for the Huntsville hotspot is last week’s announcement of a new music venue and bar being added at Stovehouse.

The Belle is one of two new event spaces opening soon. The Belle, which will mostly be used for private events, will transform into The Electric Belle (the name of the building’s first tenant) for public events. The Electric Belle will incorporate a music venue that can hold up to 300 people along with a 30-foot boasting 10 taps and several signature cocktails. u

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WORKFORCE DEVELOPMENT

Exploring America’s “Employee Market”: Questions Left Unanswered

by Employment Rates One local restaurant manager has his pulse on the workforce situation this country faces is in a pandemic environment.

It’s not a comforting picture.

The manager, who like many others, said his chain restaurant was bracing against the same fate many businesses are in these days.

They’re short-staffed.

“We have managers having to cook and even wait tables,’’ he said.

“Some of the restaurants around us are also struggling.’’

Owner David Martin has placed his fingerprints all over the Huntsville dining landscape. He’s seeing an improvement in workforce issues.

Since opening Steak-Out in 1986, his business has branched out to include Rosie’s Cantina, Little Rosie’s, Blue Plate Special, Ted’s Bar-b-Que and Shaggy’s Burgers and Tacos.

“It’s been a pretty rough ride not having enough staff and not having enough applicants, fewer applicants,’’ Martin said. “However, we are beginning to normalize some.

We’re still not back to normal but we are seeing progress. We’re more staffed now than we have been, but the situation is that it could change in the event if someone is exposed to Covid or someone has a child exposed to covid or a group or people get together that have been exposed and we have to quarantine people at times even if they don’t have covid.

“That’s been the fight from day one, trying to keep staffed with safety first. Things are getting better.

We’re feeling like we’re beginning to staff up again. I feel positive about the way things are going to go. But, they’re talking about how the flu season might be bad this season. I hope not but at this moment we’re feeling better about staffing.’’

When the COVID-19 pandemic hit in mid-march 2020 and as businesses moved to stay-at-home work it was intended to be shortterm. So were stimulus checks.

However, there is a sentiment that the nation’s workforce has not only become comfortable with not go-

ing into a workplace but also in not working for low wages.

“Some people, they just want to stay home and for their own reasons, maybe for health risks and safety,’’ said David Salters, who leads staffing, recruiting and HR consulting at Warren Averett in Birmingham. “If their company does not offer a remote work option they’re not going to participate.

“Others are influenced by stimulus money. And even though Alabama has ended the public government portion of that, sometimes when incentives get going, potential employees can delay their re-entry into the workforce.’’

Lucy, a manager at a local Walmart, said she thought some potential workers were taking advantage of the stimulus.

“To me,’’ she said, “it seemed like for some of them that was an issue.’’

D’Angelo, who manages a local dollar store, said he encourages potential employees who don’t want to work for low wages to take a positive approach to the job.

“It’s a hard time finding help,’’ he said. “It’s a hard time keeping them.

My biggest concern is I’m on the employees’ side. The cashiers, they don’t pay them enough, so in my opinion you get what you pay for.

“But, I told a friend a job is only horrible if you’re planning to stay

there. It’s like a rental. If you’re planning to stay in this house that you’re paying way too much rent for, that’s bad. But it’s OK if you’re just staying there for the meantime while you build up and do whatever you need to do or build up in the company or find something else.’’

Another manager, Jerry at Star Super Market, said he’d “love” to raise wages as chains like McDonald’s have done in the wake of the pandemic and backlash over hourly pay. As it is, keeping staff at sufficient levels has “been a struggle.’’

“At one point we could pick from applications,’’ he said. “Now, we just have to sit back. We’re not even seeing the kids. We’re usually overrun with kids wanting part-time jobs. It might be because their parents don’t want them to be around Covid. I’d love to pay around $15, $16 but the (independent) business doesn’t allow it.’’

There was the Great Depression, Great Recession and now the Great Resignation. Salters reports he’s seeing stories of not only lowwage workers turning away from jobs but professional types as well who have gotten a taste of working from home. In August, it was reported more workers left their jobs than ever recorded in the country.

“They decided, ‘I’m not going back to the office. I had a chance to

By Mike Easterling

boost time with my family and put a little balance back into my schedule.’ And they are not going to go back into the workforce unless they have that option,’’ Salters said.

“And we’re having wage pressure.

The salaries are increasing, because of supply and demand. The number one currency of choice -- paid time off and flexibility to work from home and some companies choose to offer that, some don’t and if the company does not offer that then you’re forced to compete with that option.’’

Another negative factor for people returning to work at restaurants is foul experiences from customers.

The manager mentioned at the start of this story said when his restaurant first reopened to in-store customers were “appreciative.’’

That changed.

“They’ve turned into sour pusses,’’ he said.

Salters said he’s observed the same thing.

“If you’ve been to a restaurant, they’re typically short-staffed,’’ he said. “So there’s a tremendous amount of pressure on the floor and the customers are flat-out rude to them. They’re just slam busy, even the drive-through lines. And so, yeah, you better believe you have to pay that much (more). It’s certainly worse now because of the the labor shortage.’’

The national unemployment figure is five percent. In Madison County, it’s 2.5 percent. But, Salters said, that doesn’t tell the whole story. A significant amount of the workforce that is hired have taken advantage of not returning to their daily job because of stimulus pay.

“A lot of people decided to take a once-in-a-lifetime chance to take a year off,’’ he said. “And for the first time in my 20-plus years of business, there’s no we’re having a year or even almost a two-year gap in your resume historically. People would get back to work, just to fill that gap and there’s a free pass for that now, so I’m taking some time off.’’ u

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REAL ESTATE

New Madison Villas Add to HuntsvilleMadison County Real Estate

By Gus Wintzell

Andy Keelon is the owner and developer of a $60 million luxury condo rental development, known as St. Andrews Villas, the newest and one of the only luxury condo rental developments in the area.

Keelon has bought and sold several multi-family complexes over the last several years and decided that building Class-A upscale products is the way to go, especially for Huntsville’s developing real estate community.

Instead of stacking units 3-4 stories high, the St. Andrews Villas will have their own unit featuring its own attached garage space.

While sacrificing density typical to stacked condo spaces, Keelon will offer residents an opportunity to drive into their own garage, with no stairs to climb, and without having to worry about noise above or below them.

Each garage is pre-wired for an electric car charging station. The units will feature 9’ ceilings, granite countertops, custom built wood cabinets, large walk-in closets, all

brick construction, energy efficient appliances and fiber internet.

Other site amenities will include a clubhouse, pool, gym, car wash area, dog park and many others.

The development will feature nice brick entrance columns and upscale fencing.

Keelon’s family has been in the contracting business since the 1940’s. His grandfather started building apartments in the suburbs of Chicago in the 1940s. Since his family returned to Alabama in the 1960’s, Keelon’s father built multiple assisted living and nursing home facilities throughout the area. u

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REAL ESTATE

Luxury and Convenience: Huntsville and Madison are Keeping Up with Luxury Apartment Trend If anything, the pandemic has put a finer point on the concept of “Home, Sweet Home.” With most jobs shifting to a remote platform, along with the closing of schools and fitness centers, many reconfigured their living spaces into mini offices, classrooms, and home gyms.

During the last year and a half, homeowners and renters alike had their own “four walls” to contemplate. And contemplate, they did.

Some homeowners took the renovation route by adding a room or creating more efficient and dedicated workspaces. Unfortunately, aside from moving, renters have few options for improving their living spaces.

Many of the apartments in Madison County are “vintage,” built in the 60’s, 70’s, and 80’s, with standard issue floor-plans and basic amenities. Historically, this was not a big deal, as most tenants saw their apartments as the eventual steppingstone to home ownership.

Fast forward to 2021. Inflation has been growing at a faster pace than the average paycheck, making home ownership out of reach for many.

Housing prices have skyrocketed, making it a seller’s market. There’s also a dearth of available homes for sale.

Still, consumers want to enjoy a sense of community whether they are homeowners or tenants. Many also like to entertain, but only need the extra space occasionally. These factors contribute to the recent explosion of high-caliber luxury rental communities, offering more bang for the buck.

In most major US cities, there has been an uptick in the number of luxury apartments. Evidence suggests that this trend is largely driven by millennials. Madison County demographics seem to be following the national trend.

The average age of the Madison County tenant seems to confirm the millennium-driven-market theory.

Roughly 47% of Huntsville renters fall into the 25–44-year age bracket;

this same demographic comprises 54% of the Madison rental population.

Modern-day tenants want to live in rental communities with state-ofthe-art features. These renters want dedicated co-working areas, fully appointed clubhouses with spacious kitchens, resort-style pools, walking trails, dog-friendly amenities, along with fully equipped fitness rooms that feature the latest and greatest fitness programs.

Intelligently designed luxury apartments with a long list of features and amenities do not come cheaply.

Once considered a relatively inexpensive place to live, Huntsville-Madison County appears to be catching up to the national average when it comes to rental prices.

As of July 2021, the national average for rent was $1,482, which represented a 6.3% increase from July 2020. Since March 2019, the national average has been relatively stable, demonstrating a slight increase between March 2021 and July 2021.

Comparing the rental figures between July 2020 and July 2021, the average rent in Huntsville rose from $904 to $1,021, representing a 13% increase. The biggest jump was observed in the Madison rental market, where there has been a whopping 14.8% jump in the average rent, from $1,029 to $1,184. The graph demonstrates a steady increase from

March 2019 to July 2021, which indicates that the average rent increase was not entirely COVID-19 driven.

Apartments ranging from $1,000 - $1,500 currently represent 41.8% of Huntsville rentals. In fact, 76.6% of Huntsville rental properties fall

By Lori Conners / Graphs by Lori J. Connors

into the $700-1500 range, with only 15.9% of rentals available in the $500-700 range. Huntsville rental prices are still a bargain, comparatively.

In Madison, the picture is slightly different. 90.1% of all Madison rentals fall into the $700-1500 range, with 64.9% of rentals in the $1,000 - $1,500 range. There were no rentals listed at the $500-700 price point.

As Huntsville-Madison County outpaces Birmingham in growth, quality of life, and average rent prices, it’s likely that rent will continue an upward trajectory, soon to equal the national average.

Luxury apartment living in a community setting is predicted to be an ongoing trend, especially as Huntsville-Madison County continues to grow. The Alexandria Apartments in Madison and the Legacy at Jones

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REAL ESTATE

Farm, Phase 2 in Huntsville are two notable examples.

The Alexandria, located on Balch Road was recently completed and is quickly filling up with new tenants.

Developed by the Bobo Family Group and built by Birmingham-based Capstone Building Corporation, the $31.78 million multi-family property encompasses 338,792 square feet.

The Alexandria features spacious one-, two- and three-bedroom apart-

ments. There are 258 units: 114 one bedroom, 126 two bedroom, and 18 three-bedroom, ranging in size from 650-1,356 square feet.

The Legacy also offers a dazzling array of amenities, with a variety of living options, such as 1-, 2-, and 3-bedroom units with 14 different floor plans ranging from 698 to 1,485 square feet of living space.

Over the past eighteen months, remote workers have placed a high premium on dedicated workspaces and luxury apartments have stepped up to meet their needs. Both The Alexandria and The Legacy have fully equipped coworking areas with Wi-Fi. Today’s luxury apartments have very well-equipped fitness spaces with dedicated areas for fitness. The Alexandria features a “functional fitness” center, offering CrossFit-style fitness, along with a cardio, strength, yoga, and spin studio. The Legacy boasts two 24-hour fitness centers with on-

demand fitness classes, a spin room, and two yoga studios.

For those who enjoy entertaining, The Alexandria has a spacious clubroom with a full-service kitchen.

Taking the party outside? There’s a resort style pool with a wet deck and poolside grilling pavilions.

The Legacy is equally impressive when it comes to having a place to host an event. The community features two clubhouses, a pair of resort-style saltwater pools, eight grilling stations, two outdoor pavilions, three outdoor fire pits, and three outdoor kitchens with grilling facilities.

Dog friendly is also a must in today’s luxury rentals. Dog parks, walking trails, and grooming areas are all part of the amenities package in both communities.

Proximity is key. Both communities are close to a wide assortment of dining and retail establishments. The Alexandria is a stone’s throw away from the Madison Medical Park and is conveniently located near all the dining and retail offerings that line

highway 72 west. The Legacy is just minutes from the Martin Road entrance to Redstone Arsenal, by way of Four Mile Post Road and Whitesburg Drive.

The Luxury Apartment market meets the needs of those looking for an accessible, upscale apartment in a great location near employment, retail and recreational opportunities, as well as forming a sense of community.

Although it’s been speculated that this market will be a passing phase, home ownership doesn’t carry the same appeal for everyone. For those who want a lifestyle, as well as a place to live, an amenity-laden luxury rental community might be the ideal solution.

The rental statistics were compiled using data provided by Yardi Matrix, an apartment market intelligence solution which offers comprehensive information on all Huntsville and Madison, Alabama apartment buildings 50 units or larger. *Average single-family rent calculated from point2homes.com data. u

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ADVERTORIAL

The Legacy of Hughes Properties Continues to Shape Madison and Limestone Counties Many have benefited from the professional services and the personal approach provided by the team at Hughes Properties, Inc. (HPI).

HPI has established a multitude of relationships, many which are repeat customers and referrals. HPI has a history of paying it forward and sharing lessons learned with HOA’s of various age, size, amenities, and board member experience.

The next chapter is coming on April 15, 2022, and HPI is excited to share the great news. The same great continuity of services, delighted clients, repeat customers, and the personal approaches will continue.

Marion Myers will become the Principal Owner having been part of the team for 21 years, performing roles such as the office manager, coordinator for staff training, and at times even acting on behalf of Betty Hughes as a representative of HPI. Betty Hughes will begin to write her new chapter as a consultant, and will be available to HPI for two years. She plans to enjoy more time with her family and volunteering with community charities. Her professional achievements are widely acknowledged by many, and the legacy she has created with HPI will continue once she begins her new chapter.

The HPI team will live by the same values instilled by Betty and remains committed to the community charities and the important needs that request fulfillment.

Hughes Properties, Inc. prides itself on a personal, direct, and approachable nature that is disappearing in our technological world while still striving to include time saving options provided by technology.

“Excellent customer service and open lines of communications are the key elements to a successful working relationship between homeowners, HOA boards, and the management team. We communicate with homeowners and board members on a daily basis to ensure timely responses and an efficient

Photo by Steve Babin

Pictured left to right: Betty Hughes, Marion Myers

performing HOA,” said Marion Myers.

The team has successfully served over 100 HOA communities, 81,000 homes, 1250 properties, with over 324 years of combined service and experience. These are all part of the “Why” so many repeat customers and referrals are a significant part of the HPI legacy.

The value of this combined experience has been the reason that new clients seek them out and existing clients continue with the trusted relationship.

Naturally, HOA Boards have homeowners that have volunteered to serve without the experience of covenants and services contracts.

Professional services, sharing of lessons learned, and advice to avoid issues down the road are all reasons HPI has earned the trust of their clients.

Over the 27 years in business, services provided include Homeowner Association services, Real Estate Broker Services, Property Management, and support to over 29 charities, schools, church groups,

military families, developers, builders, and community service groups.

Team members have experience in brokerage, former HOA elected leadership roles, builder’s teams, and Property Management. The nine team members each know the value of customer trust and commitment required to deliver services for each client. This commitment results in bringing the team’s depth of experiences to both new and experienced HOA Boards for early identification of lessons learned, mitigation of potential issues, and enables clean transitions with no surprises. HPI’s objective is to continuously improve the stability and performance of their clients.

The team has built a reputation of high professional standards with their professional, knowledgeable, caring, and dedicated team members through their commitment to their clients. Each meeting or call is an opportunity to maintain that reputation, and this new chapter within the organization will only stand to reinforce these values for

community success.

“My team has always been there for our clients, and we have been able to share what we know to help our communities. Sometimes, as we have learned in this business, not every community is looking for what we offer, and it is best for both parties to find a better match. Each HOA Board is different, with experience, skills, and knowledge of how to successfully manage their community as directed by their covenants. We truly enjoy the opportunity to assist our community boards and homeowners as they grow stronger,” said Betty Hughes.

Hughes Properties hopes that you will continue to be part of the extended family which has been growing for the past 27 years. The =HPI is stronger together and are enthusiastic about this new chapter as they continue the legacy that Betty has established. HPI looks forward to continuing with their current clients and your referrals to help others whom Hughes Properties, Inc. might assist in the future. u

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BRIEFCASE RECOGNITION

Brad Hayes Named Tuscaloosa Market President Progress bank opened its 12th location in Tuscaloosa, Alabama recently, with Brad Hayes elected Tuscaloosa Market President.

“Brad will be an integral addition to our senior management team with his impressive background in banking. A native to Tuscaloosa, he provides valuable insight to the wants and needs of our clients in the area,” said David Nash, President and CEO of Progress Bank.

Hayes brings 17 years of experience through central Alabama to this new position in Tuscaloosa. A graduate of the University of Alabama, Hayes has worked a variety of roles within the banking industry, including branch management to commercial banking.

The Tuscaloosa expansion represents a major achievement for Progress Bank, whose headquarters are located here in Huntsville.

“With the expansion of Progress Financial Services in Tuscaloosa earlier this year, we have been anxiously awaiting the right time to add our banking services in the area and are excited to be moving forward,” said Nash The interim bank office will be an approved Loan and Deposit Production Office located at The Tuscaloosa Galleria at 1661 McFarland Boulevard, until it is moved to its permanent location at 2529 12th Street after construction is complete in 2022.

RECOGNITION

HSV’s Rick Tucker Named Director of the Year, Small Airports Division Airport Experience News has selected Port of Huntsville Executive Director and CEO Rick Tucker as Director of the Year for their Small Airports Division, for his significant contributions to national aviation policy.

A 40-year airport industry veteran who has been with Huntsville International Airport since 1978 and named executive director and CEO in 1994, Tucker is responsible for the overall management of the airport, the International Intermodal Center, and the Jetplex Industrial Park, all owned and operated by the Huntsville-Madison County Airport Authority.

“Rick Tucker’s steady leadership hand over decades at HSV, lifting both passenger and cargo activity, made him an obvious choice,” said Melissa Montes, publisher of Airport Experience News. “Rick has also had significant influence on national aviation policy through his work with ACI-NA, AAAE and the Alabama Congressional delegation.”

Tucker said it is an honor to be selected for the honor.

“This recognition is a testament to the dedication to excellence by our entire team here at Huntsville International,” said Tucker. “From the visionary leadership of our board to the exceptional staff who have committed their lives and careers to making HSV the best – they inspire me every day!

“This has never been more evident than our successfully meeting the numerous challenges faced as a result of the pandemic. We have remained focused on our mission to serve. I am proud of this team!”

Tucker is the first of three directors of the year to be named by AXN for 2021. AXN’s selections for the medium and large airport categories will be revealed in the coming weeks.

RECOGNITION

Todd McAdams Inducted into Leadership Huntsville Warren Avertt CPAs and Advisors inducted Todd McAdams, CPA, CGMA, MACC, of their Firm’s Huntsville office into the Leadership Greater Huntsville’s 35th Annual Flagship Program.

McAdams has over 20 years in Huntsville and Madison County as an accountant.

At the Firm’s Huntsville location, McAdams leads the Government Contracting Group, specializing in DCAA audit support, financial statement preparation, audit and analysis, and internal controls, to name a few.

Leadership Greater Huntsville provides community and organization leaders with programs involving classes and community service projects.

The Annual Flagship Program provides selected leaders with classes and in-depth knowledge of the Huntsivlle community, as well as facilities projects that help give back to Madison County.

This program is ten months long, lasting from August to May. “I am honored to be a part of Leadership’s 35th Flagship Class. I care deeply for our community and look forward to the time I will spend with the amazing and very accomplished community leaders that I am now able to call classmates and friends,” said McAdams. “Being a part of the Annual Flagship program will help me grow as a leader and continue to serve this amazing community where I was born and raised.”

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Huntsville BUSINESS JOURNAL