NOV 2025 VOL 12 BUSINESS VIEW MAGAZINE PITT MEADOWS REGIONAL AIRPORT REACHING NEW AVIATION HEIGHTS ALSO IN THIS ISSUE KAW VALLEY BANK • THE SYNERGY COMPANY • PAINE FIELD AIRPORT Heliproducts Industries Ltd. Worldwide Expertise. One Helicopter Partner. Pg. 215 PerfectVision Supporting the Industry from the Ground Up. Pg. 179
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Dylan Tenbrink Clementine Walton Caroline Verner Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Veronica Enair Vice President of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
EDITOR’S NOTES As I headed out of my driveway this morning and felt a chill in the late fall air, there was no denying that we are a short hop and skip away from winter. Depending on where you live, for many, the first frosts have already surfaced and thoughts are turning to Christmas holidays that are not that far away. In the halls of Business View Publishing, we are laser-focused and looking ahead to the final lap of 2025, as we proudly bring to you our November issue. With pages full of in depth profiles covering municipalities and counties to leading companies, thriving airports as well as dynamic school districts, we leave no stone unturned. This issue is brimming with features that offer the best view on business news throughout North America. Setting our GPS towards everything aviation, November’s issue landed at John Murtha JohnstownCambria County Airport, Paine Field Airport, Pitt Meadows Regional Airport as well as Sandusky Regional Airport. We had the opportunity to speak at length with all four of these dynamic Airport Directors to talk about what lies ahead down the flight path. Implementing initiatives that put the passenger first, each airport is capitalizing on its strengths and reaching higher heights as we fly towards 2026. Airports are not the only ones taking off, municipalities throughout North America are also flying high. Capturing economic and housing growth, each municipality is putting its residents first. Implementing master plans that range from downtown street scapes to offering a choice of amenities and new business options, every municipality is embracing growth ahead. Business View’s November pages are filled with captivating features with city officials from Albemarle, North Carolina, Monta Vista, California, Hagerstown, Maryland, Holyoke, Massachusetts, Iola, Kansas, Kerrville, Texas, Lexington, North Carolina, Magnolia, Arizona, Osage County, Palos Heights, Illinois, Raytown, Missouri, Saline City, Minnesota, and Westfield Indiana. From coast to coast and everywhere in between these municipalities highlight that growth is on the horizon. City officials are doing what is needed to ensure top housing, business and infrastructure projects reflect a progressive path ahead. Turning to business growth, we also covered impressive and fast-growing companies and organizations, including Capital Auto Group, Colliers Engineering International, Eclipse Construction, Laricy Group, Great American Bank, JA Tech Powersystems, Simpson Strong -Tie and United Bank & Trust. These companies continue to demonstrate leadership and produce noteworthy projects to strengthen their business foothold . Our November issue also continues to bring you our popular school district series. We had the opportunity to sit down with school officials from several leading school districts to discuss the pivot to the changing demands of the economy and their innovative approaches to ensure students are college and career-ready while always being put first. We spoke with Calhoun County Public Schools, Dare County Schools, Friends University, Harper Woods School District, Jackson County Public SchoolsMagnolia Independent School District, Nederland Independent School District, Navasota Independent School District and Stafford County Public Schools. Providing students with handson educational opportunities and real-world experiences is propelling these school districts into leading roles within their communities and beyond. As we continue to bring you leading sector and industry-focused features, we will keep a keen eye on current economic developments and business readiness to provide the best business view. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
AUTOMOTIVE 19 VIRGINIA AUTOMOBILE DEALERS ASSOCIATION Driving Virginia Forward 25 CAPITAL AUTO GROUP A Family-First Dealership Approach CONSTRUCTION 41 HABITAT FOR HUMANITY GREATER CINCINNATI Building Homes, Building Futures 47 ECLIPSE CONSTRUCTION GROUP Constructing a Dynamic Future 57 SIMPSON STRONG-TIE A Global Leader Built on Strong Foundations 81 VOLUME 12, ISSUE 11 COVER PITT MEADOWS REGIONAL AIRPORT 2 EDITOR’S NOTES 7 OPENING LINES JA TECH INC. HABITAT FOR HUMANITY OF GREATER CINCINNATI 41 EDUCATION 69 FRIENDS UNIVERSITY Belong Here, Go Further ENERGY & MINING 81 JA TECH INC. Continued Growth Alongside Saskatchewan’s Potash Boom 3 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
Margie Tranum Lamberth Vice President Business Development Scan the QR code to schedule an introductory call with El Toro Today! For the past four years, El Toro has proudly served as the preferred marketing partner for Floor Coverings International, consistently delivering unparalleled success with our cutting-edge data and activation solutions. Our state-of-the-art technology boasts an impressive $9.50 return on ad spend (ROAS), ensuring every dollar you invest translates into tangible, measurable results! Your Ultimate Marketing Partner for Unrivaled ROI! Preferred Partner for Floor Coverings International with El Toro IP Targeting Digital Advertising
MARINE 151 MANSON CONSTRUCTION CO. Building America’s Waterways: Seattle Roots to a National Marine Powerhouse REAL ESTATE 163 MATT LARICY GROUP How Chicago’s #1 Realtors Turned Personal Tragedy and Market Uncertainty into their Best Year Ever TELECOMMUNCATIONS 175 COLLIERS ENGINEERING & DESIGN Building the Future of Digital Infrastructure FINANCE 93 GREAT AMERICAN BANK Grounded in Community, Growing Through Relationships 103 KAW VALLEY BANK Community First, Small-Business Fast 117 THE BANK OF TESCOTT Committed to Those We Serve: Celebrating 138 Years of Family-Owned Banking 127 UNITED BANK & TRUST How Kansas’s Largest Agricultural Bank Keeps $875 Million Working in Communities That Need It Most HEALTHCARE & WELLNESS 139 THE SYNERGY COMPANY Synergy at Work: The Living Promise of Wellness VOLUME 12, ISSUE 11 MANSON CONSTRUCTION CO. THE SYNERGY COMPANY 151 139 5 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
191 JOHN MURTHA JOHNSTOWN-CAMBRIA COUNTY AIRPORT Advanced Air Mobility Meets Workforce Innovation 201 PAINE FIELD AIRPORT Innovation and Aviation in Motion 211 PITT MEADOWS REGIONAL AIRPORT Reaching New Aviation Heights 229 SANDUSKY COUNTY REGIONAL AIRPORT Positioned for Growth in Ohio’s Manufacturing Heartland BUSINESS VIEW CIVIL AND MUNICIPAL View these features in our newest magazine The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. AVIATION VIEW View these features in our newest magazine CITY VIEW ALBEMARLE, NC LEXINGTON, NC CHESTERFIELD, MO RAYTOWN MO DUFFERIN COUNTY, ON MUNICIPALITY OF BROCKTON, ON EDEN VALLEY, MN KERRVILLE, TX HAGERSTOWN, MD HOLYOKE, MA MAGNOLIA, AR MONTE VISTA, CO PUEBLO WEST, CO IOLA, KS OSAGE COUNTY, KS PALOS HEIGHTS, IL CENTER LINE, MI SALINE CITY, MI WESTFIELD, IN WYOMING COUNTY, PA EDUCATION SKILLSUSA CALHOUN COUNTY PUBLIC SCHOOLS DARE COUNTY SCHOOLS FARMINGTON PUBLIC SCHOOLS HARPER WOODS SCHOOL DISTRICT JACKSON COUNTY PUBLIC SCHOOLS MONTGOMERY ISD NAVASOTA ISD NEDERLAND ISD QUITMAN ISD STAFFORD COUNTY PUBLIC SCHOOLS PAINE FIELD AIRPORT 201 6 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
NEW ORLEANS’ HOUSING MARKET IS STAGNATING. AFFORDABILITY MANDATES ARE HOLDING IT BACK, A STUDY SAYS. Source: www.smartcitiesdive.com, Ryan Kushner, Editor, First Published Nov 17th, 2025 DIVE BRIEF: • A new analysis is recommending that New Orleans end a mandatory inclusionary zoning requirement that new residential developments with 10 or more units in certain city districts make 10% of units affordable — meaning affordable to residents at or below 60% of the area median income. • In the current market, the mandate is too costly for developers, according to the analysis by HR&A Advisors. Since 2021, the MIZ policy has yet to lead to any new affordable units in mix-income projects, and only two such units are currently in the pipeline. • Instead, the report recommends the city ask developers to voluntarily set aside 5% of units for residents who earn up to 80% of the AMI and offer additional incentives to cover the gap between market pricing and below-market pricing. DIVE INSIGHT: A declining population and premium rents recently Opening Lines 7 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
Locally, the city is shrinking, recording 15,000 fewer residents in 2023 compared with 2020. Residential vacancies climbed from 7.5% in 2018 to 11.5% in 2024. “In a weak market, multifamily development will need more/deeper incentives to close the feasibility gap created by adding affordability requirements,” the analysis states. While the MIZ policy has yet to see success in mixed-income multifamily projects, it has supported development of 100% affordable housing projects in the city, the report notes, with 260 affordable units built since 2021 and 563 in the pipeline. earned New Orleans the title of “toughest city in America for real estate” in a University of Mississippi study. Since the city implemented its MIZ to boost affordable housing options,“there’s been a sea change, and the market has shifted,” Phillip Kash, a partner at HR&A, told the city’s planning commission at a presentation Nov. 11. Construction costs have soared 47% nationwide since 2018, according to the HR&A analysis, and sharp rises in interest rates since 2021 have increased borrowing costs. 8 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
OPENING LINES STATES AGREE ON AI’S ECONOMIC ADVANTAGE — WHETHER THEY’RE READY FOR IT IS ANOTHER STORY Source: www.smartcitiesdive.com, Ryan Kushner, Editor, First Published Nov 18th, 2025 DIVE BRIEF: • As many as 88% of state economic and workforce development leaders view artificial intelligence as important for their economy and workforce, but only 6% of respondents reported their state had a defined plan to monitor and act on AI’s economic impact, according to a new survey by Boston Consulting Group. • The survey also found that 55% of states have leadership ready to oversee strategic initiatives involving AI and have a taskforce in place to address AI’s impact on their state’s economy. • The lack of a cohesive economic strategy was cited by 39% as a barrier to pursuing AI technology, while 27% blame low public trust and slow business adoption for hampering major AI transformations in their states. DIVE INSIGHT: AI is expected to have a major impact on the U.S. workforce, including the public sector. Internally, 9 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
Mississippi is one state that has taken proactive steps toward AI education, offering residents workshops and free courses through partner colleges and public schools, according to BCG. The state’s AI talent accelerator program awarded $9.1 million in grants to universities to expand AI programs. San Jose, California, has also worked to be at the forefront of the AI economy. In August, the city announced a city-run AI incentive grant program to support early-stage AI companies focused on addressing issues such as maternal health and food waste. Grant recipients are awarded up to $50,000. “Some of society’s biggest challenges are also great opportunities for innovation and job creation,” San Jose Mayor Matt Mahan said in a statement. “San Jose’s first-in-the-nation AI grant program is funding local startups building businesses that make our city stronger, safer and more vibrant for everyone.” The city also launched an AI upskilling program to train city staff to use AI “responsibly and effectively.” It plans to expand the program to more than 1,000 city employees in 2026. In its report, BCG suggests five steps that state governments can take to upskill their workforce, including integrating AI learning into student journeys and expanding on-demand training for incumbent workers. The firm also suggests creating public access points for AI, such as terminals and learning hubs in libraries and community centers, offering specialized training for experts and aligning upskilling initiatives with capital investment. more than 80% of state chief information officers say their employees are already using AI daily, largely for improving workplace efficiency. Cities like Dallas and San Francisco have also embraced AI in their respective workforces. Altogether, AI is expected to impact around 40% of all work hours, according to BCG, as the new technology takes over repetitive digital tasks. As a consequence, three-fifths of employees will require upskilling for AI-enabled positions over the next two to five years, according to BCG. 10 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
OPENING LINES AI TOOLS FOR LAW ENFORCEMENT ARE PROLIFERATING. NOW CITIES AND STATES ARE SETTING GUARDRAILS FOR THEIR USE. Source: www.smartcitiesdive.com, Robyn Griggs Lawrence, Editor, First Published Nov 07th, 2025 A cruise around the expo floor at last month’s International Association of Chiefs of Police conference in Denver revealed AI at every turn. From surveillance systems and facial recognition tools to software that writes police reports and triages 911 calls, the exhibits made clear that artificial intelligence can be deeply embedded in modern policing. During the conference, Oracle unveiled a platform that uses AI-driven analytics and voice controls to automate police reporting and, it says, improve first responder decision-making.Also on display: a digital evidence management system designed to accelerate investigations, an AI desk officer that reportedly can handle up to 1,000 non-emergency calls at a time and take reports in 25 languages, a chatbot that aims to improve suspicious activity reporting and a video analysis program that says it transforms body camera data into reports in seconds. Booth after booth showcased AI tools for nearly every aspect of police work — even officer wellness. “A couple years ago, the question was, do we fight AI or do we work with it?” said Doug Kazensky, a former training sergeant at the Longview, Wash., police department, now senior solutions engineer at Vector Solutions, who was at the show.“Well, guess what? It’s coming, and it isn’t stopping anytime soon.” This year’s Public Safety Trends Report, a national survey of first responders, found that 90% of survey respondents support their agencies using AI, a 55% increase over last year’s survey. The majority — 88% — said they trust that their agencies will use the technology responsibly, a 29% increase since last year. “We’re not going to gamble with personal liberty” AI solutions are intended to make law enforcement more effective and efficient, Kazensky said, “and those are noble things.” “But sometimes,” he added, “there are unintended consequences.” Just days before vendors and law enforcement officers converged in Denver, California Gov. Gavin Newsom, D, signed a law designed to start addressing those potential consequences. SB 524 requires law enforcement agencies to disclose whether AI was used to generate any part of official reports and maintain an audit trail for as long as the report is retained. In March, Utah Gov. Spencer Cox, R, signed a similar bill. “We’re not going to gamble with personal liberty,” 11 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
camera, but not witnessed by an officer, being entered into reports.“It’s not that it didn’t happen,” Kazensky said. “It’s just a question of, if I didn’t see it, should it be in my police report?” Law enforcement agencies must be open and transparent about how and why they’re using AI, Kazensky said. Local government leaders can help ensure that happens. “There is a part for city and county government leaders to play in getting law enforcement agencies tools that improve their processes, but they need to do it in a way that’s open and fair and communicative with everyone,” he said.“Not everyone’s going to love it.There’s always going to be some contingency that says absolutely not. So, you have to listen to as many voices and address as many concerns as you can.” California State Sen. Jesse Arreguín, who wrote SB 524, said in a statement. “AI hallucinations happen at significant rates, and what goes in a police report can influence whether or not the state takes away someone’s freedom.” AI hallucinations — false or misleading outputs delivered as facts — are a threat not only to individuals’ freedom but to the public’s trust in law enforcement, Kazensky said. To keep these at bay, agencies need to vet AI tools as diligently as they would officer recruits and put procedures in place to ensure officers are checking their output. AI tools trained on internal data are safer than those that scoop up data from the internet, Kazensky said. He called the latter a quagmire of disinformation that can lead to hallucinations. He’s also concerned about data captured by a video 12 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
HUD IS BACK ONLINE — AND IS MAKING CUTS TO ITS HOMELESSNESS PROGRAM OPENING LINES Source: www.smartcitiesdive.com, Ryan Kushner, Editor, First Published Nov 14th, 2025 Housing and rental assistance programs are returning after the federal government shutdown, but funding for permanent housing is getting the ax. The federal government resumed full operations yesterday morning as the 43-day government shutdown ended Wednesday night with President Donald Trump’s signature on funding legislation. Housing and rental assistance programs overseen by the Department of Agriculture are returning, but a provision that would have required the Department of Housing and Urban Development to award eligible Continuum of Care Program renewals for 12 months is absent from the legislation, according to the National Alliance to End Homelessness.The CoC program provides funding to local governments and nonprofits with the goal of ending homelessness. Instead, HUD on Thursday announced policy changes that will redirect the majority of CoC funding from permanent housing to transitional housing and supportive services. The move could put as many as 170,000 people at risk of experiencing homelessness, according to a Politico report. HUD’s new policy will also require 70% of CoC projects to compete before determining the best programs,“ending the status quo that automatically renewed funding without measuring success.” HUD said in a press release that the Biden administration had some 10% of such projects compete during its four years in office. “Our philosophy for addressing the homelessness crisis will now define success not by dollars spent or housing units filled, but by how many people achieve long-term self-sufficiency and recovery,” HUD Secretary Scott Turner said in a statement announcing the policy change. CoC funding applications opened Nov. 13 and will close Jan. 14, 2026. The program expects 7,000 awards with $3.9 billion in funding available. The legislation that reopened the federal government included funding for three spending bills for fiscal 2026 that included $26.65 billion for USDA discretionary spending programs. These include rural housing programs for single and multifamily 13 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
them,” Shannon McGahn, chief advocacy officer and executive vice president of the National Association of Realtors, said in a statement. The legislation funds most federal agencies until Jan. 30, 2026. housing, rental assistance and more, according to the National Council of State Housing Agencies.The bill also includes funding for military family housing. However, that funding may be difficult to obtain quickly as the federal government restarts operations.“There is a six-week backlog with many of these programs, so I would expect there to be some additional delays as they work through 14 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
OPENING LINES ANOTHER AVIATION EXPERT WARNS AGAINST ATC PRIVATIZATION Source: www.nbaa.org, Editor, First Published Nov 03rd, 2025 Although the federal government is now reopened, its effects continue to ripple across the aviation system.A flight safety expert who has worked around the world says recent calls to privatize America’s air traffic control (ATC) system are shortsighted and risky. Chris Metts, who has worked on aviation issues in the private sector and government for 35 years, says the reason for concern is simple: privatized systems are vulnerable to economic pressures that force costcutting at the expense of safety and efficiency. Metts spent more than a dozen years at the FAA in the U.S. and Asia. He served as the agency’s VP of U.S. Air Traffic Operations during the 9/11 attacks. He has also worked on flight safety internationally as the transportation specialist at the U.S. embassies in China, Japan and Singapore. “As we’ve watched other countries privatize, it would be important for us to just watch how those [air traffic] organizations are subject to the economy,” he recently told Salt Lake City’s CBS station, KUTV. That’s evident in Canada, the United Kingdom, Australia and New Zealand – all of which have privatized their ATC systems and grappled with chronic controller shortages, technology gaps, operational delays and safety concerns. 15 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
the Modern Skies Coalition, calling for strategic investment in a brand-new ATC system, rather than privatizing the current one. Industry leaders are unified: the answer isn’t privatizing ATC but investing in what already works. Others have made an effective case for modernization and against privatization in recent days, including a longtime advocate for free-market policies who told the Wall Street Journal this week that calls for ATC privatization “distract from real solutions. NBAA President and CEO Ed Bolen made this point during a recent appearance on Bloomberg TV. “When we look at countries around the world which have privatized their air traffic control system – we see a number of challenges in terms of their air traffic controllers, their technology, their delays and most importantly, safety issues,” Bolen told Bloomberg’s “Wall Street Week.” The right approach, experts and aviation stakeholders say, is maintaining the government-industry partnership that has kept American airspace the safest in the world while continuing to invest in modernization. NBAA and nearly 60 other aviation groups formed 16 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
automotive 17 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
VIRGINIA AUTOMOBILE DEALERS ASSOCIATION DRIVING VIRGINIA FORWARD CAPITAL AUTO GROUP A FAMILY-FIRST DEALERSHIP APPROACH 18 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
VIRGINIA AUTOMOBILE DEALERS ASSOCIAT DRIVING VIRGINI AT A GLANCE VIRGINIA AUTOMOBILE DEALERS ASSOCIATION WHAT: T he voice of dealerships across the state that advocates and educates for its members WHERE: Richmond, Virginia WEBSITE: www.vada.com 19 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
ION IA FORWARD THE VOICE FOR AN INDUSTRY THAT IS GEARING UP FOR GROWTH AHEAD In Virginia,cars are more than just a mode of transportation — they’re symbols of freedom, family, and community. For the members of the Virginia Automobile Dealers Association (VADA) and the hundreds of dealerships they represent, the automobile is at the center of both everyday life and the state’s economic engine. For more than 80 years,VADA has stood as the unified voice for Virginia’s retail automotive industry — advocating for mostly family-owned businesses, their employees, and the millions of Virginians who rely on them. 20 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
A LEGACY OF LEADERSHIP Founded in Richmond in 1943 as the Automotive Trade Association of Virginia, the organization emerged from a simple yet powerful realization: the state’s growing auto industry needed a strong, united advocate in the halls of government. By 1973, the group adopted its current name, reflecting its mission to serve and represent automobile dealers across the Commonwealth. Since 1996, Don Hall has served as VADA’s President and CEO — only the fifth person to hold the role in the association’s eight-decade history. His tenure has been marked by steady leadership, strategic advocacy, and a deep commitment to protecting the franchise system that underpins the U.S. auto market. “We’ve always been a bridge between local dealerships and policymakers in Richmond and Washington,” Hall says. “Our job is to protect the franchise system and ensure consumers have choice, competition, and transparency. That mission hasn’t changed since we began, but the challenges and opportunities certainly have.” In April, VADA hosted Virginia gubernatorial candidate Abigail Spanberger, Virginia House of Delegates Speaker Don Scott (right), and 86th District candidate and retail automotive leader Virgil Thornton Sr. (standing next to Hall). At left is Dan Banister of Banister Automotive, who was VADA chair at the time. 21 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 VIRGINIA AUTOMOBILE DEALERS ASSOCIATION
AN ECONOMIC POWERHOUSE Today, VADA represents more than 450 franchised new-car and truck dealerships across Virginia — a network that directly and indirectly supports over 61,000 jobs and contributes more than $28 billion in annual sales, roughly 20 percent of all retail sales statewide. According to the National Automobile Dealers Association, Virginia’s 470 new-car dealerships generated $28.6 billion in 2024, making the automotive sector the Commonwealth’s largest retail industry. Dealers contributed over $1.9 billion in state and federal taxes and employ, on average, 65 people per location — from sales and service technicians to finance and administrative professionals. “These aren’t just jobs,” says Roger Keller, Chair of VADA and Vice President at Sheehy Auto Stores. “They’re careers that sustain families, provide benefits, and keep local economies thriving. Every dealership represents an anchor in its community.” DEALERS AS COMMUNITY BUILDERS Beyond the economic numbers lies something more personal: community. Virginia’s dealerships are often multigenerational, family-run businesses that have become fixtures in their towns and cities. They sponsor youth sports, donate to local charities, and support civic causes across the Commonwealth. “When people walk through our doors, they’re not just buying a vehicle,” Keller adds. “They’re forming a relationship — one built on trust, service, and community.” This close connection to customers is part of what gives franchised dealerships their staying power — offering not just products, but personalized service, warranty support, and long-term reliability that builds consumer confidence. A LEGISLATIVE POWERHOUSE VADA has earned a reputation as one of Virginia’s most influential business advocacy organizations. The association has helped secure key legislation to strengthen dealer–manufacturer relationships, protect fair compensation, and maintain a level playing field for businesses of all sizes. “Manufacturers build the cars, but dealers deliver the customer experience — sales, financing, service, and community support,” Hall emphasizes.“Our advocacy ensures Virginians keep those benefits and that big corporations can’t sidestep fair competition.” One of VADA’s most notable efforts has been defending the franchise model from manufacturers seeking to sell vehicles directly to consumers. Hall has called such efforts “an existential threat to franchised dealers,” warning that direct-to-consumer 22 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
sales would undermine local competition and accountability. In 2023, VADA successfully shepherded a franchiseprotection bill through both chambers of the Virginia legislature with unanimous support — a major victory for local dealerships. Hall, a U.S. Marine Corps veteran, led the charge with military-style precision, mobilizing dealers across the state to engage lawmakers and the media. “It was shock and awe at our state capitol,” Hall recalls. “Dealers showed up in force, wrote letters, testified — we made sure our message was clear: the franchise system works for Virginia.” INVESTING IN THE NEXT GENERATION Advocacy may be at the heart of VADA’s work, but the association’s value to members extends far beyond legislation.Through educational programs, seminars, and an annual family convention,VADA helps dealers stay informed and connected. The NextGen program brings together emerging leaders to prepare them for a rapidly changing automotive marketplace, ensuring that succession and innovation go hand in hand. Meanwhile, partnerships with Virginia’s community colleges and the ASE Education Foundation are expanding technician training pipelines to help address the nationwide shortage of skilled service professionals. “Technicians are the backbone of our industry,” Hall says.“We’re investing in the next generation because without them, we can’t serve customers or support the transition to new vehicle technologies.” ADAPTING TO A CHANGING ROAD AHEAD As the automotive industry shifts toward electric vehicles (EVs), AI integration, and digital retailing, VADA is helping its members navigate the changes while preserving the personal service that defines Virginia dealerships. “Electric vehicles represent both opportunity and disruption,” Hall explains. “Our dealers are on the front line — educating customers, servicing EVs, and ensuring access is equitable and practical. We’re also realistic about the pace of adoption, which depends on infrastructure, affordability, and consumer readiness.” Technology is also reshaping how consumers shop for cars. AI-driven analytics, online purchasing platforms, and predictive maintenance systems are transforming the buying experience. But even as digital tools grow, Hall says, the human connection remains irreplaceable. “We have to meet customers where they are,” he says.“They may research online, but most still prefer 23 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 VIRGINIA AUTOMOBILE DEALERS ASSOCIATION
to visit a dealership before making such a major purchase. Our job is to blend innovation with the personal touch that builds lifelong customers.” UNITED DEALERS, STRONGER TOGETHER Despite industry consolidation and the rise of national dealership groups, VADA continues to emphasize unity and collective strength. “No dealer is an island,” Hall says.“United we stand, divided we fall. That’s as true in this industry as anywhere else.” The association’s mission remains simple but vital: to ensure that Virginia’s auto dealers and the communities they serve have a strong, sustainable future. “Cars may change. Technology may evolve,” Hall reflects. “But the values of trust, service, and community will always drive us forward.” Outgoing VADA chair Dan Banister of Banister Automotive passes the gavel to 2025-2026 chair Roger Keller of Sheehy Automotive at the VADA Annual Convention in June 2025. 24 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
CAPITAL AUTO GROUP A FAMILY-FIRST D APPROACH AT A GLANCE CAPITAL AUTO GROUP WHAT: A leading group of highly successful car dealerships that focus on supporting their employees, treating them like family and taking the steps to add new talent to its pipeline. WHERE: Dealerships across North Carolina WEBSITE: www.capitalautogroup.com 25 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
DEALERSHIP THIS LEADING AUTOMOTIVE GROUP IS BUILDING CAREERS, NOT JUST HEADCOUNT Walk through any Capital Auto Group store and the first thing you’ll notice isn’t a piece of equipment or a digital kiosk. It’s tenure. People know each other, love working as a team and they stick around. In a labor market where employees “vote with their feet,” Capital’s people keep voting to stay. Hitting a milestone to be proud of, Capital Auto Group recently celebrated 40 years in business and have grown to encompass over 35 prime and successful locations. 26 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
The thriving auto group is also synonymous in the region for giving back to the community. “That’s a huge part of our success with employees and also customers. Our largest impact is with Make A Wish North Carolina. We are their largest corporate sponsor in the state donating over $250k every year which grants local wishes within a few miles of every one of our dealerships across North Carolina,” Ronnie Lumley, Corporate Director of Parts describes. “We’re a family—on good days and hard days,” he adds. “There’s not a lot of ego here. Our creed is simple: employee and customer satisfaction. Everything else follows.” That culture starts with owner Tim Michael, whose name comes up in every story—quietly, persistently. “He makes sure we stay humble and true,” Ronnie adds.“Our company has a soul, and that soul is Tim.” THE OPERATIONAL PICTURE Capital Auto Group is one of the Southeast’s most established auto retailers, with flagship operations like Capital Ford Raleigh which was the group’s first store, purchased in 1985 when owner, Tim Michael was 25 years old. Capital Auto Group now has a growing footprint across North Carolina.The service department at Capital Ford alone tops 100 people; the overall dealership runs about 375–400 employees, and the broader group accounts for over 2,000 dedicated employees. Although Capital Auto Group boasts a large and loyal employee base, it is the time that some of its employees have given to the thriving organization that tells the story. Michael notes that across the group, 89 employees have more than 20 years of service, 105 have 10–15 years, and 230 have 6–10 years. At Capital Ford Raleigh specifically, 55 people have 20+ years with the dealership, he elaborates. Several leaders on today’s team have been here three and four decades. One laughs that he’s been asked when he’ll retire.“What will I do tomorrow?” Michael jokes. “I can’t fish every day.” 27 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 CAPITAL AUTO GROUP
28 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
PLACE HOLDER FOR COMPANY NAME Gold Sponsor You there? Cars.com is where people go when they’re serious about finding their next car — so it’s a lot more efficient to meet your next customers there than rely on costly advertising to try and find them. Let’s put your cars where the car shoppers are. Comparing Cars.com and Google Ads referral traffic on Dealer Inspire websites, GA4 data, Q2 2025 +89% higher conversion rate vs. Google Ads traffic carscommerce.inc
those stories,” Lumley says, “but they’re why our tenure is what it is.” CAREER PLANNING YOU CAN TOUCH Capital talks about careers on Day One. Not hypothetically—step by step. Today’s early-career hires want to see the ladder, and the company lays it out, Michael explains. “We tell people where we started and the path we took,” Lumley says. “I show them our tenure as a selling point. If you’re 25 and ambitious, our longtimers mean something else: mobility’s coming. People do retire—eventually.” Promotion from within is the default, not the A CULTURE PEOPLE FEEL It’s in the details, both Michael and Lumley highlight; birthdays get balloons, cookouts happen often and the staff are supported and nurtured as part of a team. “We’re sounding boards, not just managers,” Lumley says. “If someone’s not right at home, they won’t be right at work.There’s a person behind every number.” That care shows up in small moments—and in big ones. When long-time employees pass away, families sometimes choose Capital apparel for the service. Two were buried with their 10-year awards. One humble delivery driver’s funeral was quietly covered by Mr. Michael. “He doesn’t want anyone to know 30 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 CAPITAL AUTO GROUP
exception. Delivery drivers become parts wholesalers. Warehouse staff become assistant parts managers, then managers. Deal auditors and billing clerks in the corporate office grow into junior accounting managers, then run the books for their own stores. On the technical side, apprentices become Senior Master technicians and team leaders.And leadership? It’s homegrown. Dean Myslinski started in a co-op with Wake Tech in 1980, became a shop foreman at 24—over technicians twice his age—and now runs one of the largest service operations in the region. “Hard work, worth it,” he says. “We built the bench.” Loyalty goes both ways.“When we lose an employee, Mr. Michael feels like we’ve let that person down,” Lumley says.“Even if they left for a great chance, we ask what we could have done better.” WORKFORCE DEVELOPMENT: THREE STRONG PIPELINES When it comes to workforce initiatives Capital Auto Group has driven success. notes that the workforce question is addressed in three primary ways that included Apprenticeships with Wake Tech Community College (and beyond). Capital’s partnership with Wake Tech—one of the nation’s largest community colleges—runs deep, especially through Ford ASSET.The group is already sponsoring five ASSET students for next year, months before the cohort fills. “Competitors ask how that’s possible,” Myslinski says. “It’s years of showing up, funding programs, hiring events, and delivering careers that last.” The state also funds accounting apprenticeships, which the group taps to grow corporate finance talent while apprentices complete their degrees. As a second workforce approach, after a set tenure, corporate employees can pursue a bachelor’s or master’s at Strayer University tuition-free while they work. The result: a steady stream of motivated people earning credentials and promotions in house. Thirdly, Capital Auto Group focuses on military recruitment. Ronnie highlights that North Carolina is a military state—Fort Liberty (Bragg), Camp Lejeune, Pope AFB—and Capital has a dedicated recruiter cultivating relationships on base and through the SkillBridge/transition ecosystem. “We love hiring military talent,” Lumley says. “They know teams. They know standards. They want a mission.” THE RESULT: PEOPLE WHO STAY—AND GROW Tenure isn’t nostalgia here; it’s capacity. It’s why 31 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 CAPITAL AUTO GROUP
Capital can commit to balanced schedules and time off (even if it’s difficult to manage in a 100-person service shop). It’s why a shop foreman of 20 years can mentor a 22-year-old apprentice and see himself in the kid. And it’s why customers get a consistent experience—people who know the product, the process, and each other. “Everyone wants our technicians, our parts people,” Lumley says. “Recruiters call all the time. Our folks pick up—and then they stay. That’s culture.” INNOVATION WITHOUT THE BUZZWORDS Curtis, a 20-year Capital veteran on the variable side, frames the technology ethos this way: “Mr. Michael expects us to be on the cutting edge. That doesn’t mean chasing shiny objects. It means trying new ways to serve customers—and learning from the ones that don’t stick.” Post-pandemic, when buyers flocked online, Capital launched a standalone e-commerce company—a full digital storefront with home delivery. “It was 32 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
DRIVING SERVICE EXCELLENCE TOGETHER At BizzyCar, we believe that great partnerships drive great results. That’s why we are proud to support our friends at Capital Automotive Group and congratulate them on their feature with Business View. Capital Automotive Group has long been recognized for its commitment to customer satisfaction, innovation, and community impact, and we’re honored to be a part of their journey. BizzyCar’s mission is to help dealerships like Capital Automotive Group increase service appointments, boost revenue, retain customers, and improve operational efficiencies through our AI-powered Recall Management and Mobile Service platforms. With our automated outreach and streamlined processes, we help dealers bring more customers back to the service drive, resolve safety recalls faster, and create additional opportunities for upselling and customer retention. Our relationship with Capital Automotive Group goes back to 2021 and is built on trust, collaboration, and a shared vision for excellence. By working closely together, we’ve seen firsthand how their leadership team embraces technology to deliver exceptional service experiences.Their commitment to their customers mirrors our own, and that’s why our partnership is so strong. We congratulate Capital Automotive Group on their well-deserved recognition, and we look forward to continuing to support their success for years to come. BizzyCar Delivers Service Revenue by Automating Recalls Our collaboration with Capital Automotive Group is built on trust, innovation, and a shared commitment to excellence. Since 2021, we’ve seen their leadership team consistently embrace technology to elevate the customer experience, values that align perfectly with our own. Congratulations to Capital Automotive Group on this well-earned recognition. We’re proud to stand alongside them and excited to support their continued success. Schedule a Demo 1 (844) 636-4595 hello@bizzycar.com CAPITAL AUTO GROUP
a big swing,” Curtis says. “As habits normalized, we decided the standalone model wasn’t the future. But it wasn’t a failure. We took what worked—processes, tooling, consumer expectations—and pulled it back into the stores.” That “test, learn, integrate” loop runs constantly. Curtis spends his weeks at conferences and on demos with vendors. So does Mr. Michael. “Half the time, he’s sending me new companies before I hear about them,” Curtis laughs. “Our job is to figure out what actually improves the customer’s experience— and our team’s.” WHERE THE INDUSTRY’S HEADED (AND WHERE CAPITAL ALREADY IS) If there’s a single bet, it’s this: omni-channel. Not in the marketing cliché sense, but in the operational one. “We can’t decide for our customers how they want to do business,” Curtis says.“Some want to start online and finish in-store. Some want to do everything in person, but text with us for updates. Some want a fully digital path—until the last five minutes. Our job is to meet people where they are—seamlessly.” 34 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
That means investing in the tech stack—but also in training and process so sales, service, parts, F&I, and BDC teams can switch channels without dropping the ball. It’s less about a single platform than it is about building teams who are fluent in many. CUSTOMER SATISFACTION: THE OTHER HALF OF THE CREED Employee satisfaction isn’t a nice-to-have; it’s the first half of Capital’s two-part creed. The second is customer satisfaction. The link is obvious. Tenured teams deliver faster, smoother experiences. Apprentices paired with masters fix it right the first time. Corporate pathways keep finance and accounting operations clean and responsive. A culture of trying—and measuring—new ideas gives customers more ways to say “yes.” Even the experiments that didn’t become permanent products left useful residue: stronger digital retailing tools, tighter logistics for off-site delivery, a clearer picture of what customers actually want.“We pivoted, we integrated, we grew,” Curtis says.“That’s the point.” WHY PEOPLE CHOOSE CAPITAL (AND STAY) Because careers are planned, not promised. Because leadership is visible and human. Because the company funds your growth—whether it’s Strayer tuition, an ASSET sponsorship, or a SkillBridge placement. Because the organization’s first reflex isn’t “policy”; it’s “person.” And because the shop floor jokes and the corporate balloons aren’t surface acts. They’re signals of something deeper: a place where you can do serious 35 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 CAPITAL AUTO GROUP
HOLDING THE KEYS TO EXPERT REPAIR WITHOUT PUTTING A ‘DENT’ IN THE WALLET Based in the beautiful city of Raleigh, North Carolina and expertly serving Durham, Cary and surrounding regions in the triangle, National Dent Works has proven to be the industry leader in offering meticulous paintless repair solutions for a broad base of consumers, auto dealership groups, collision centers and insurance companies. When dings and dents happen due to hail events and other unforeseen mishaps, there is no better company to turn to restore a vehicle to its original glory with precision. Equipped with a talented team that ensures unmatched results and unwavering expertise, National Dent Works puts its clients first. Boasting some of the most experienced technicians in the industry, National Dent Works utilize new repair techniques and have access to the latest tools driven by technology innovation. By focusing on valued and select partnerships including Capital Auto Group and its affiliated businesses, National Dent Works can deliver results to scale based on a localized hail event that may have damaged a number of vehicles. Recognized by the industry for its innovation, technical prowess and commitment to training, National Dent Work’s family of professionals look forward to a bright road ahead putting its clients firmly in the driver’s seat. Excellence in PDR We are Perfectionists We opened our Retail shop in Raleigh at 2909 Capital Blvd in the fall of 2004 where we are open 6 days a week for your convenience and can repair your vehicle while you wait. We also offer on-site mobile repair where we bring the shop to you. With over 10 highly skilled technicians, no other Triangle company can deliver the quality, service and ease of scheduling better than National Dent Works. Most of our technicians have over 20 years of experience in the PDR industry so no matter if you have an easy door ding or a complex hail repair we have the skill and training to restore your vehicle to like new condition. 2909 Capital Blvd, Raleigh, NC 27604 (919) 878-4448 Servicing North Carolina Since 1997
37 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 CAPITAL AUTO GROUP
PREFERRED VENDOR/PARTNER n Cars Commerce www.carscommerce.inc Cars.com is the No. 1 most recognized automotive marketplace visited by nearly 30 million in-market consumers each month. Launched in 1998 and headquartered in Chicago, Cars.com empowers shoppers with the data, resources and digital tools needed to make informed buying decisions and seamlessly connect with automotive retailers. Cars.com is the flagship offering from Cars.com Inc. d/b/a Cars Commerce Inc., an audience-driven technology company empowering automotive that simplifies everything about buying and selling cars. n BizzyCar www.bizzycar.com BizzyCar transforms dealership service departments with AI-driven recall management and mobile service solutions. We help dealers boost revenue, retention, and customer satisfaction by automating outreach, increasing service appointments, and capturing lost opportunities. BizzyCar makes vehicles safer, customers happier, and dealerships more profitable. n National Dent Works www.nationaldentworks.com At National Dent Works we provide turn key automotive hail repair using paintless dent repair for Auto Dealerships, Collision Centers, Insurance Providers as well as retail services for the general public. We offer mobile service for most of Eastern NC and we also have a retail shop on Capital Blvd. in Raleigh for the convenience of the retail public. work, with people who take that work—and each other—seriously. “I’ve had opportunities to go elsewhere,” Lumley says. “I never entertained them. Our company has a soul. You don’t walk away from that.” 38 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
construction 39 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
HABITAT FOR HUMANITY GREATER CINCINNATI BUILDING HOMES, BUILDING FUTURES SIMPSON STRONG-TIE A GLOBAL LEADER BUILT ON STRONG FOUNDATIONS ECLIPSE CONSTRUCTION GROUP CONSTRUCTING A DYNAMIC FUTURE 40 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
HABITAT FOR HUMANITY GREATER CINCINN AT A GLANCE HABITAT FOR HUMANITY GREATER CINCINNATI WHAT: W ell recognized organization focused on creating housing that is affordable and creating jobs that are sustainable WHERE: C incinnati, Ohio WEBSITE: www.habitatcincinnati.org EXPANDING THE HOUSING FOCUS THROUGH CONST TRAINING AND COMMUNITY DEVELOPMENT BUILDING HOME BUILDING FUTUR 41 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
ATI TRUCTION ES, RES In Cincinnati, the dream of homeownership is becoming increasingly out of reach for many working families. One thing remains consistent however, the need for affordable housing continues and has arguably never been more urgent. For Habitat for Humanity of Greater Cincinnati, that urgency fuels action. The organization, long known for building homes alongside partner families, is scaling its impact — constructing more houses, repairing more existing homes, and training the next generation of 42 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11
skilled workers who will carry its mission forward. “We operate four main lines of business,” says Joe Hansbauer, President and CEO.“We build new homes for first-time buyers below 80% of area median income, run a critical home repair program, operate six ReStores, and manage our construction training program. All of it connects back to creating safe, affordable homeownership opportunities.” A GROWING MISSION Over the last several years, Habitat Cincinnati has expanded far beyond its traditional roots. Once producing about 15–17 homes annually, the organization built 23 new homes last year and expects to maintain production in the mid-20s before nearly doubling output to 40–50 homes per year through new land development initiatives. The nonprofit is also completing around 200 critical home repairs each year for existing homeowners — work that enables low-income families to stay in their homes safely and affordably. At the same time, Habitat is taking on a new challenge: acting as a land developer, designing small subdivisions and multi-income neighborhoods that integrate affordable housing with market-rate homes. “We’re growing into a wider land development operation,” Hansbauer explains. “That shift will allow us to scale our production and think about community-level impact — not just individual homes.” CINCINNATI’S HOUSING CRISIS That growth comes at a critical moment. Like many American cities, Cincinnati faces an acute housing shortage driven by decades of under-building and population growth. “Our problem isn’t skyrocketing demand so much as insufficient supply,” Hansbauer says.“We need more units of all kinds — market-rate and affordable — but the ‘starter home’ just doesn’t exist in the private market anymore.” Homes under 1,400 square feet with modest prices, once the entry point for first-time buyers, have largely disappeared. Developers, constrained by labor shortages and high material costs, focus on projects with higher margins. The result is a market where even middle-income families struggle to buy, and where renters are increasingly priced out. “It’s harder than ever for families to get into homeownership,” Hansbauer adds. “That’s where Habitat comes in — bridging the gap for those who can sustain a mortgage but can’t break into the 43 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 HABITAT FOR HUMANITY GREATER CINCINNATI
RkJQdWJsaXNoZXIy MTI5MjAx