This Democratic coal baron wants to be the next governor of West Virginia (Grist)

For a half-decade now, Republicans have slammed Democrats running for office in Appalachia for propagating a so-called regulatory “war on coal.”

They may find it considerably more challenging to make that argument stick against Jim Justice, owner of the largest privately held coal company east of the Mississippi River, who announced last month he’s running for the 2016 Democratic nomination for West Virginia governor. The only West Virginian in the Forbes 400, Justice is worth an estimated $1.69 billion.

Justice is not to be confused with another wealthy West Virginia coal baron, “Dark Lord of Coal Country” Don Blankenship, the former Massey CEO who will soon be tried on charges that he conspired to skirt safety regulations at Upper Big Branch mine, where a 2010 explosion killed 29 miners.

Justice too has a reputation for ignoring mine regulations, but he’s built up a positive reputation in the state in other arenas. His public images feel contradictory in a way that eludes easy caricature. (The Justice campaign did not respond to requests for an interview.)

In eastern West Virginia, Justice is beloved for buying the historic Greenbrier, a luxury resort that famously served as Congress’ personal fallout shelter, out of bankruptcy. He established a PGA event, the Greenbrier Classic (Tiger Woods is among the golfers competing this year), and built a $30 million training facility for the New Orleans Saints on the Greenbrier grounds. Justice invests lots of his time in youth sports; he’s been president of Beckley Little League since 1992 and has coached boys and girls basketball for 30 years, racking up 761 wins and 156 losses. He’s donated millions to charities such as the Boy Scouts of America, the Cleveland Clinic, and Marshall University.

At the same time, Justice’s coal companies, some inherited after his father’s death in 1993, have racked up millions in fines for labor, safety, and environmental violations. In November, NPR reported that Justice owed nearly $2 million in overdue fines.

Justice’s outsized profile means that announcement of his gubernatorial candidacy last month attracted notice from national press — more than might otherwise be expected for a first-time candidate.

Read more in my profile of Jim Justice at Grist.

Floyd County: a community of entrepreneurs that sticks together (Roanoke Business)

Scott Pierce worked for Sherwin-Williams in Greensboro for 15 years before he cashed in his 401(k) and in 2011 moved with his wife Cassie and their two children to Floyd County, Virginia.

Eight months later, Scott and Cassie Pierce started a business making kombucha, a fermented tea that’s become popular as a pick-me-up packed with probiotics. They brewed at a kitchen in Willis and distributed their kombucha through regional farmers’ markets and the Harvest Moon health food store and Good Food Good People, both independently owned Floyd businesses selling local products.

Today, Buffalo Mountain Kombucha sells its products in Roanoke and the New River Valley. Earlier this year, the Pierces raised a little more than $16,000 on Kickstarter, a crowd-funding website. They will use the money to more than double their production from about 130 gallons to about 300 gallons per week, and they’re negotiating with retailers in North Carolina and the Washington, D.C., region.

The secret to their success?

“Quite honestly, the Floyd community sticks together,” says Cassie Pierce. “We support each other and lift one another up. That made it so easy” when it came to the Kickstarter campaign.

Buffalo Mountain Kombucha is one of many small independent businesses based in Floyd. Of the 15,528 people who live in the county, according to the U.S. Census, about 1,200 are self-employed. That’s more than double the state rate, says Lydeana Martin, Floyd County’s community and economic development director.

That figure doesn’t include part-time enterprises, whether it’s trading products grown on a homestead, repairing musical instruments or providing childcare. Floyd County is chock full of farms, some of which sell commercially and others which operate solely within the region’s burgeoning barter system.

Read more in my Floyd community profile in the June issue of Roanoke Business.

What do we do with all these dead coal-fired power plants? (Grist)

About 13 gigawatts worth of coal-fired power plants are closing this year to comply with the U.S. Environmental Protection Agency’s Mercury and Air Toxics Standards (MATS) rule.

From a national perspective, these plants represent a fairly small chunk of the nation’s overall electrical capacity. For the communities in which they’re located, however, their closures mean much more than just a smaller carbon footprint: The resulting loss of jobs and local tax revenue leaves an economic void as well. And then there’s the question of what to do with these plants, many of which sit on land that, if it can be properly cleaned up, could be valuable for redevelopment or recreation.

Consider American Electric Power’s (AEP) plant in Glen Lyn, Virginia, a tiny town once known as Hell’s Gate that sits near the West Virginia border. The 96-year-old plant is one of seven AEP plants to be shut down by May 31. (Another two plants will be converted to burn natural gas.) All told, AEP is retiring more than 6,000 megawatts (MW) of coal-fired generating capacity.

Only 31 people worked at the Glen Lyn plant, but then, the town has a population of just 115, according to the U.S. Census. The plant’s employees and retirees are an “integral part of the community,” says Giles County Economic Development Director Chris McKlarney. “You can never replace that.”

Read more in my story at Grist.

The role of historic tax credits in Roanoke’s revitalization (Roanoke Business)

Twenty-five years ago, downtown Roanoke was locked in a struggle against stagnation.

The city had poured millions of dollars into its Design ’79 initiatives a decade earlier, yet businesses and the tenants of blocks of office buildings were streaming out into the suburbs and strip malls.

Today, downtown looks dramatically different than it did in 1990. Key structures, including the iconic Roanoke City Market and Center in the Square, are coming off fresh renovations. Those former office buildings are now filled with apartments, in turn filled by empty nesters and millennials who walk to work and eat in downtown’s numerous restaurants.

The transformation came about through a combination of government incentives, visionary individuals and a fair amount of luck. The biggest single contributor, however, may well be federal and state historic tax credits that made it more profitable to renovate old buildings than tear them down.

“If you imagine Roanoke without the tax credit program, it’s a really stark portrait,” says developer Ed Walker, who has restored the Hancock Building, the Cotton Mill and the Patrick Henry Hotel among others. “It would be a completely different place. The Patrick Henry would be a parking lot … I think if you took the tax credits out, I think we’d probably be in the bleakest times in Roanoke’s history.”

Read more in my cover story for the May 2015 issue of Roanoke Business, now available in regional grocery stores and online.

5 years after a deadly coal mine disaster, what’s changed (Grist)

It was mid-afternoon on the Monday after Easter, April 5, 2010, when a 1,000-foot longwall shearer bit into sandstone, kicking up sparks and igniting a methane fireball that traveled down the mine into an area rich with coal dust.

The resulting explosion ricocheted in several directions, tearing through two and a half miles of mine, killing 29 of 31 men working in the area and searing the Upper Big Branch mine into history as the site of the most deadly coal-related disaster in nearly 40 years.

Five years later, the explosion continues to reverberate, in the courts and elsewhere.

Read my story at Grist to find out more, including coal country’s growing hostility to former Massey CEO Don Blankenship, changes to the coal industry, political ramifications and more.

The legal jockeying for position ahead of a coal baron’s criminal trial (Grist)

A federal appeals court ruling has lifted the veil on months of legal jockeying in the upcoming criminal trial of West Virginia coal baron Donald Blankenship.

Blankenship, the former CEO of one-time coal giant Massey, allegedly conspired to systematically skirt safety regulations in the company’s mines, ultimately resulting in the April 5, 2010 explosion at the Upper Big Branch mine in Montcoal, W.Va., that killed 29 miners.

The explosion was caused when a sparks from a longwall shearer ignited a pocket of methane, generating a fireball that caused a second, more deadly explosion when it traveled down the mine and hit a bunch of coal dust. That blast tore through two and a half miles of mine, killing 29 of 31 men working in the area. State and federal investigators blamed Massey and a culture of skirting mining safety regulations.

A grand jury indicted Blankenship in November on four charges: conspiring to willfully commit routine violations of federal mine safety laws; conspiring to impede administration of the federal mine safety laws; making false statements to the Securities and Exchange Commission (SEC) in the wake of the explosion; and securities fraud. If convicted, he faces 31 years in prison.

But documents made public for the first time Thursday suggest that Blankenship, who has famously avoided prosecution for past misdeeds, has no intention of serving that time. At the least, he’s going to put it off as long as possible.

Read more in my story for Grist.

Resurgent manufacturing sector drives SWVA rebound (Virginia Business)

Southwest Virginia continued to ride the nation’s economic upswing in 2014.

Numerous longstanding employers announced expansions from the Roanoke Valley down through the New River Valley and farther southwest, while two localities on the Blue Ridge Plateau — Carroll County and Grayson County — saw new businesses fill spots left vacant by previous occupants.

Now, however, the growth is starting to bump up against constraints, some natural and others due to a shrinking inventory of space and infrastructure.

Go to Virginia Business for my complete look at Southwest Virginia’s 2014 in economic development, along with a closer examination of a game-changing deal in Grayson County.

How Volvo Trucks’ new track grew from a company and union working together (Roanoke Business)

Lots of little boys — and grown up men and women for that mattter — would jump at the chance to drive a monster truck.

At Volvo Truck’s sprawling manufacturing plant in Pulaski County, prospective customers can do just that, thanks to a customer experience track. The dogbone-shaped, 1.1-mile paved loop that wraps around stormwater ponds and a gnarly off-road path is the result of a collaboration between workers and management that’s given the company a new potent sales tool.

During a recent visit to the track by Roanoke Business, Volvo’s Inspiration Manager Marcus Thompson picked up a reporter in a custom-built, fully-loaded truck that was emblazoned with an American flag. He brought the cab to a stop just outside the track.

“Now, this is the point where I look to the executive sitting where you’re at and ask whether they’ve driven a big rig before. Some haven’t,” Thompson says.  “Have you driven a big rig before?”

“No,” I responded.

“Well, now’s your chance,” Thompson replies.

And with that, we switched places, and I spent the next hour driving the cab around the paved track. I also drove a fully loaded truck with trailer, then a dump truck weighed down with 30,000 pounds of gravel — all accompanied by Bruce Mochrie, an Australian-accented gentleman who trains Volvo Trucks’ North American sales team.

He walks people through each vehicle’s features, from the super-slow cruise control that allows truck drivers to creep in highway backups, to the dump truck’s ability to slowly glide down a 27 percent incline even though I’m not pressing the brake.

Afterward, Thompson walks me through the 1.6 million-square-foot factory, showcasing how the trucks are built, chatting up workers and backslapping along the way.

Everything, from the advanced robotics on the factory floor to the sheer fun of driving a big truck, feels geared to appeal to the visitor’s inner two-year-old. At the end of the tour, Thompson sometimes even gives out miniature tractor-trailer toys.

This is the experience potential buyers receive when they visit Volvo’s Dublin plant, the German’s company’s biggest manufacturing facility and its only one in North America. The day I visited, Thompson gave similar tours to customers from Texas, Oregon and New England.

The factory walk has been part of the spiel for years at the 296-acre plant. But the customer experience track, which allows buyers without commercial driver’s licenses to experience a truck’s features in a setting that approximates real-life conditions, was built over the last two years.

Read more about the track and how it was developed through a collaboration between Volvo Trucks and United Auto Workers Local 2069 at Roanoke Business.

Regional 2014 wins and Roanoke City Council’s relative stability (Roanoke Business)

The December 2014 issue of Roanoke Business features a cover leader written by me and Jenny Kincaid Boone that covers 2014 economic development wins by locality.

My byline also adorns a story later in the issue that looks at the relatively stable state of Roanoke City Council——especially compared to the knock-down drag-out battles over Victory Stadium in the mid-’00s——and what that means for business.

The issue is available online, at the Roanoke Regional Chamber of Commerce and at many grocery store lobbies in the Roanoke and New River valleys.

Roanoke Valley, NRV & Southwest Virginia community profile (Virginia Business)

Big economic development deals announced over the last two years are coming to fruition in the Roanoke and New River valleys, even as other companies are shutting down and scaling back.

However, a series of economic development wins the last few years has dramatically reduced the region’s inventory of potential commerical sites. Industrial parks and prime commercial spaces have filled, leaving some companies bursting at the seams but unable to expand due to lack of capacity.

“The biggest problem is supply and demand,” says Dennis Cronk of commercial real estate group Poe & Cronk. “We have a very limited supply of industrial buildings and a limited supply of industrial land that is developable at a reasonable cost.”

You can read more in my 2014 community profile of the Southwest Virginia region online and in the November issue of Virginia Business.