Atlanta Business League Celebrates 42 Years of Women’s Leadership at Super Tuesday Conference

Atlanta Business League’s 42nd Annual Super Tuesday Conference celebrated women leaders, honored trailblazers, and equipped entrepreneurs with strategies for innovation, business growth, and lasting success.

Annual gathering honors trailblazers, celebrates emerging entrepreneurs and prepares business leaders for the future.

By Milton Kirby | Atlanta, GA | October 25, 2026

For more than four decades, the Atlanta Business League has brought women together to celebrate achievement, strengthen business relationships and create opportunities for the next generation of entrepreneurs.

That tradition continued October 20 with the 42nd Annual Super Tuesday Conference, bringing together entrepreneurs, corporate executives, elected officials and community leaders for a day focused on leadership, innovation and economic opportunity.

The conference, held under the theme “One Great Day: Power Requires Action,” combined recognition of accomplished women with workshops addressing artificial intelligence, business growth, financial sustainability and the challenges facing entrepreneurs.

Since its founding in 1984, Super Tuesday has become one of the Atlanta Business League’s signature programs. Its mission has remained consistent: increasing the visibility and success of African American women in business.

In their welcome message, Atlanta Business League Board Chair Andrelia Kenner and President and CEO Leona Barr-Davenport emphasized the importance of preparing entrepreneurs for new opportunities while recognizing women who have helped shape Atlanta’s business community.

Their message encouraged participants to build meaningful relationships, strengthen their businesses and embrace opportunities for professional and personal growth.

The conference reflected both the history of that mission and the changing demands of today’s business environment.

A Legacy Built on Opportunity

Super Tuesday was established in 1984 by the Atlanta Business League’s Women in Business Committee under the leadership of Dr. Alice White Bussey.

With early support from civic and business leaders, including Shirley Franklin and Michael Lomax, the conference developed into an annual gathering focused on entrepreneurship, professional development and economic advancement.

Over the years, it has provided a platform for women to connect with established business leaders, learn about emerging opportunities and receive recognition for their accomplishments.

The program’s continued growth reflects the importance of creating spaces where African American women can exchange ideas, build professional networks and strengthen their businesses.

Honoring a Business Legacy

Among this year’s major honorees was Donata Russell Ross, former chief executive officer of Concessions International, LLC, who was inducted into the Atlanta Business League Women’s Hall of Fame.

Ross is the daughter of the late Atlanta entrepreneur Herman J. Russell, whose business ventures helped expand opportunities for African American ownership and participation in major commercial enterprises.

During a career spanning more than four decades, Ross helped guide Concessions International into a nationally recognized airport food and beverage concessions company.

The family-owned business established operations in airports across the United States and the U.S. Virgin Islands, building relationships with major transportation facilities and hospitality partners.

Ross retired as CEO in October 2025 but has continued her involvement in business leadership and community service.

Her recognition highlights both her individual accomplishments and the importance of sustaining family-owned enterprises across generations.

The conference also recognized three women through its Lottie H. Watkins Female Firsts Awards, which honor women who have achieved historic milestones in their professions.

Donata Russell Ross, husband Michael Ross, sister-in-law, Susan Ross & two sons (Milton Kirby)

Celebrating Women Who Broke Barriers

DeKalb County Chief Executive Officer Lorraine Cochran-Johnson was recognized as the first African American woman elected to lead the county.

Before entering public office, Cochran-Johnson built a career in media, publishing and entrepreneurship. She later served as a DeKalb County commissioner before becoming the county’s chief executive officer.

According to the conference materials, her responsibilities include oversight of a county government with a multibillion-dollar budget and thousands of employees.

Sheriff Melody Maddox – Courtesy photo

DeKalb County Sheriff Melody M. Maddox was also honored for becoming the first woman to lead the DeKalb County Sheriff’s Office.

Maddox has more than three decades of law enforcement experience. Earlier in her career, she became the first female chief of police at Georgia Piedmont Technical College.

Her work has included public safety initiatives, community engagement and programs supporting young people and families.

Another Female Firsts honoree, Dionne Moore Peasant, is the chief executive officer of Meat Masters, Inc.

Peasant made history as the first woman and first African American in Georgia to own and operate a USDA federally inspected meat processing facility, according to the conference program.

Her business has expanded into food processing and distribution, serving government agencies, institutions, restaurants and other customers.

She has also been recognized for breaking barriers in military food distribution contracting, an industry where minority-owned businesses have historically faced significant challenges.

Together, the three honorees represent different professions but share an important distinction: each reached leadership positions where women, particularly African American women, previously had limited representation.

Recognizing the Next Generation

The conference also honored four entrepreneurs as its 2026 Businesswomen to Watch.

Subena Colligan, founder and CEO of EHS Transformation Consultants, provides environmental, health and safety management services. Her company helps organizations strengthen workplace safety, regulatory compliance and operational practices.

Priscella Grant, founder and CEO of Atlanta Pediatric Healthcare, leads a company providing skilled in-home nursing services for medically fragile children across Georgia.

Sandy L. Poag, founder and CEO of Unique Southern Foods, has developed a business centered on Southern food traditions, demonstrating how entrepreneurs can turn cultural products into commercial opportunities.

Nancy President, CEO of Commercial Quality and Food Safety Solutions, works with food and beverage manufacturers to improve food safety, regulatory compliance and operational performance.

The four women represent industries ranging from healthcare and environmental safety to food production and business consulting.

Their recognition reflects the Atlanta Business League’s commitment to supporting entrepreneurs at different stages of business development.

Preparing Businesses for a Changing Economy

While the awards celebrated achievement, the conference workshops focused on preparing entrepreneurs for future challenges.

One session, “AI, Innovation & the Future of Business,” examined the growing role of artificial intelligence in business operations.

The workshop addressed opportunities to improve productivity, support decision-making and strengthen customer engagement, while also recognizing concerns about data privacy, information security and responsible technology use.

Another session, “Scale Smart: Building Capacity for Growth,” focused on the challenges business owners face when expanding their companies.

The program emphasized the importance of developing operational systems, strengthening leadership teams and building the capacity needed to support larger contracts and additional customers.

“Protect Your Brand: Trademarks, Intellectual Property & Your Business” addressed the importance of protecting business names, creative products and intellectual property.

A separate session, “The Next Generation of Entrepreneurs: Are You Really Ready?” examined how experienced business owners can prepare future leaders and create opportunities for younger entrepreneurs.

The conference concluded with “Succeed on Purpose: Building Businesses That Last,” a session focused on building sustainable enterprises.

The program identified Ryan Wilson of The Gathering Spot as moderator, with business leaders including Jesseca Harris-Dupart of Kaleidoscope Hair Products, Dave Moody of C.D. Moody Construction and Dr. Joy Rohadfox of Rohadfox Construction Control Services among the participants.

The session brought together leaders from different industries to address business sustainability, leadership development and the importance of building organizations capable of continuing beyond their founders.

Collectively, the workshops reflected a central message: starting a business is only the beginning. Long-term success also requires planning, financial discipline, adaptability and leadership development.

Recognizing Women of Influence

Beyond the individual award recipients, the conference also recognized Atlanta’s 100 Women of Influence and its Women of Influence Tenured honorees.

The recognition highlights women whose work has shaped business, government, education, media, nonprofit organizations and civic institutions throughout metropolitan Atlanta.

The tenured recognition acknowledges women whose leadership and contributions have continued over time.

Together, these honors reflect the range of professional and community leadership represented within the Atlanta Business League’s network.

They also reinforce the organization’s longstanding emphasis on visibility, mentorship and opportunities for African American women.

Leadership Measured Through Service

Yvonne Bryant Johnson (Milton Kirby)

Among the conference’s honorees was Yvonne Bryant Johnson, recipient of the Dr. Alice White Bussey Engagement Award. The recognition came as a complete surprise.

“It is a tremendous honor especially because of who it is named for,” Johnson told The Truth Seekers Journal during the conference.

Johnson reflected on the time leaders devote to encouraging others, opening doors, building relationships and helping organizations succeed. She also expressed appreciation to Atlanta Business League leadership, including Leona Barr-Davenport and Eric Pinckney, along with family members and colleagues who have supported her work.

Her recognition underscored a central message of the conference: leadership is measured not only by personal achievement but also by the opportunities created for others.

Continuing the Mission

The 2026 Super Tuesday Conference was supported by a planning committee co-chaired by Brigitte Broyard McGhee, vice president of Business and Workforce Opportunity at Centennial Yards; Davonne Reaves, president of Vesterr; and Carol Waddy, director of Global Impact at Chick-fil-A.

In their welcome message, the co-chairs emphasized the importance of resilience, opportunity and building relationships that help women succeed.

Their message encouraged participants to use the conference as a place to exchange ideas, develop connections and prepare for new challenges.

Forty-two years after its founding, Super Tuesday continues to connect established leaders with emerging entrepreneurs.

The industries have changed. Technology has transformed business operations. New challenges have emerged around access to capital, competition, workforce development and business expansion.

Yet the conference’s underlying purpose remains much the same.

By recognizing women who broke barriers, celebrating entrepreneurs building successful companies and providing tools for the next generation, the Atlanta Business League continues a tradition that extends beyond a single annual event.

The achievements celebrated at Super Tuesday tell the story of progress already made. The workshops, mentorship and business relationships point toward the work that remains.

And after 42 years, the message remains clear: opening doors matters, but helping the next generation walk through them is what makes that progress last.

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Uncle Nearest Faces Possible Sale as Federal Judge Weighs Founder’s Latest Legal Challenge

Uncle Nearest faces a possible sale as founder Fawn Weaver challenges the receivership and a federal judge considers whether to halt the proposed transaction.

By Milton Kirby | Atlanta, GA | October 19, 2026

The future of Uncle Nearest Premium Whiskey is entering a critical stage as a court-appointed receiver moves closer to a possible sale of the celebrated whiskey brand and its Tennessee distillery.

U.S. District Judge Charles E. Atchley Jr. has ordered expedited legal responses to a request from company founder Fawn Weaver, who is seeking to prevent the sale of substantially all the company’s assets while her appeal of the receivership remains pending.

The latest developments follow months of legal disputes involving Uncle Nearest, its lender, Farm Credit Mid-America, and receiver Phillip G. Young Jr., who now controls the company’s operations.

At stake is the future of one of America’s most recognizable Black-founded whiskey brands, its creditors, employees, shareholders, and the legacy of Nathan “Nearest” Green, whose contributions to American whiskey-making inspired the company.

Three Potential Buyers in Discussions

In an October 9 report, Young disclosed that negotiations were continuing with three prospective purchasers interested in acquiring Uncle Nearest’s assets.

The receiver indicated that an asset purchase agreement could be reached soon.

According to court filings describing the proposed transaction, the receiver is considering placing the principal companies under his control into Chapter 11 bankruptcy after reaching a purchase agreement.

Such a filing could allow the proposed transaction to proceed under Section 363 of the U.S. Bankruptcy Code, which permits court-supervised asset sales.

However, negotiations do not guarantee a completed sale. The identities of the potential purchasers, the proposed purchase price, and the final terms have not been publicly established in the records reviewed for this article.

Weaver Seeks to Prevent Sale During Appeal

On October 15, Weaver asked the federal court to prohibit the receiver, Farm Credit, and other parties from completing a sale of substantially all the relevant assets while her appeal proceeds before the U.S. Court of Appeals for the Sixth Circuit.

Her request would not necessarily stop negotiations with potential buyers. Instead, it seeks to prevent a major transaction from being completed before the appellate court can consider her challenge.

Weaver argues that a completed sale could cause harm that would be difficult to reverse if she later prevails.

Judge Atchley did not immediately grant the requested injunction. Instead, he directed Farm Credit and the receiver to respond by noon Eastern time on October 19, with Weaver’s reply due by 5 p.m. on October 21.

The judge questioned the urgency of the request, noting that Weaver waited six days after the receiver’s October 9 report before seeking a ruling within approximately 25 hours.

The October 15 order did not approve a sale, halt a sale, or decide the merits of Weaver’s request.

Founders Removed From Company Operations

The legal dispute has already resulted in significant changes to Uncle Nearest’s leadership.

In his fourth quarterly report, filed July 10, Young disclosed that he had terminated Fawn Weaver’s employment effective June 1 and ended Keith Weaver’s involvement in company operations.

The receiver attributed the decision in part to ongoing litigation and its effects on employees, vendors, distributors, and the management of the business.

Young reported that operations had become smoother following the founders’ departure.

The Weavers have continued challenging the receivership through legal proceedings.

The removal of the founders from daily operations underscores the extent of the receiver’s authority as he evaluates the company’s financial condition and potential sale.

Court Previously Rejected Bankruptcy Filings

The latest dispute follows an August 17 decision in which Judge Atchley affirmed the dismissal of Chapter 11 bankruptcy petitions filed by Weaver on behalf of three Uncle Nearest-related companies.

Those entities included Uncle Nearest Inc., Nearest Green Distillery Inc., and Uncle Nearest Real Estate Holdings LLC.

The court concluded that Weaver lacked authority to initiate those proceedings after management control had been transferred under the receivership order.

The ruling did not authorize a sale of the business. It addressed the authority to file the earlier bankruptcy petitions.

The current dispute presents a different question: whether a major asset sale should be restricted while Weaver’s appeal of the receivership continues.

A Separate Fight Over Grant Sidney

Weaver has also asked the court to release Grant Sidney Inc., her holding company, from receivership.

In an October 14 motion, she argued that Grant Sidney needs independent authority to protect its ownership and financial interests.

The filing referenced an earlier assessment by the receiver suggesting that permanent receivership over the holding company might not be necessary.

The motion also raises questions involving arrangements intended to benefit descendants of Nathan “Nearest” Green.

Those matters remain disputed and have not been resolved by the court.

More Than a Whiskey Brand

Uncle Nearest was founded to recognize the contributions of Nathan Green, an enslaved man who became known for his whiskey-making expertise and his connection to Jack Daniel.

The company helped bring national attention to an important but often overlooked part of American whiskey history.

Under Fawn Weaver’s leadership, Uncle Nearest developed into a nationally recognized premium spirits brand and established a distillery and visitor destination in Shelbyville, Tennessee.

Its growth represented a significant achievement in an industry where Black ownership and leadership have historically been limited.

The possibility of a sale now raises questions about who will control the brand, its facilities, and the presentation of Green’s legacy.

A new owner could acquire valuable operating assets and trademarks, but the final scope of any transaction would depend on the purchase agreement and required court approvals.

Creditors and Shareholders Face Uncertainty

The receivership stems from litigation involving Farm Credit Mid-America and the company’s financial obligations.

The receiver is responsible for managing the assets under court supervision while addressing the company’s financial difficulties.

A potential sale could generate funds for creditors. However, the amount available for distribution would depend on the purchase price, transaction expenses, secured obligations, and other claims.

Existing shareholders could face substantial losses if the value of the company’s assets is insufficient to satisfy its liabilities.

The ultimate financial outcome remains uncertain.

What Happens Next?

The immediate focus is on Judge Atchley’s consideration of Weaver’s request for an injunction.

The receiver and Farm Credit were directed to submit their responses by October 19. Weaver’s reply is due October 21.

Meanwhile, the receiver may continue discussions with prospective purchasers.

Any subsequent Chapter 11 filing or proposed asset sale would involve additional legal proceedings.

For the Weavers, the question is whether their continuing challenges can preserve an opportunity to influence the company’s future.

For creditors, employees, and distributors, the concern is whether the business can remain viable and meet its financial obligations.

For the broader community, the dispute raises another question: How will the historical mission that helped establish Uncle Nearest be preserved if the company changes hands?

The next court decision could help determine whether the company moves closer to a sale or faces additional restrictions while its legal challenges continue.

For now, Uncle Nearest remains under court-appointed management, with its future ownership unresolved.

Editor’s Note: As of publication, The Truth Seekers Journal was unable to independently confirm whether the court-ordered October 19 filing deadlines were met. We will continue monitoring the proceedings and provide updates as additional court records become available.

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Atlanta Developer and Civic Leader Egbert Perry Receives Four Pillar Award

Egbert Perry receives the Four Pillar Award, honoring a career that reshaped urban development while expanding opportunity, innovation and community investment across Atlanta and beyond.

By Milton Kirby | Atlanta, GA | October 2, 2026

More than 1,300 business, civic and community leaders gathered at the Georgia World Congress Center on Oct. 1 to honor developer and entrepreneur Egbert Perry, who received the Council for Quality Growth’s 2026 Four Pillar Award for a career that has helped reshape Atlanta and influence urban redevelopment efforts across the nation.

The award, presented during the Council’s 37th annual Four Pillar Tribute, recognizes leaders who exemplify the principles of quality, responsibility, vision and integrity in their professional and civic lives.

Perry, chairman and co-founder of The Integral Group, accepted the honor before an audience of colleagues, family members, elected officials and business leaders. The evening’s theme, “Integrity. Innovation. Impact.”, reflected the values that have guided Perry’s work for more than four decades in real estate development, finance and community building.

“Atlanta became stronger because more people were allowed to participate in building it,” Perry said during his acceptance speech. Reflecting on the city’s history of expanding economic opportunity, he challenged the audience to continue creating pathways for broader participation and leadership.

Perry’s story is closely tied to Atlanta’s rise as a center for business, entrepreneurship and urban revitalization. Originally from Antigua, he built a career that merged engineering, finance and community development. An honors graduate of the University of Pennsylvania, Perry earned bachelor’s and master’s degrees in civil engineering and an MBA from the Wharton School before beginning a career in real estate development.

Before founding Integral in 1993, Perry spent 13 years helping grow an Atlanta-based real estate and construction company into what became the nation’s third-largest African American-owned business.

Over the last three decades, however, it is his work through Integral that has had perhaps the most lasting impact. Co-founded with a mission to “create value in cities and rebuild the fabric of communities,” the Atlanta-headquartered firm has grown into a national development and investment company with approximately 300 employees and active projects in more than 25 U.S. cities.

Under Perry’s leadership, Integral has developed more than 10,000 housing units through mixed-use developments, master-planned communities, transit-oriented projects and multifamily housing developments. The company has become nationally known for advancing development strategies that combine economic growth with community investment.

One of Integral’s most influential projects was Centennial Place, a redevelopment initiative launched in 1996 in partnership with the Atlanta Housing Authority and other collaborators. Conceived by Integral, the project transformed a distressed public housing site into the nation’s first urban mixed-use, economically integrated community, combining mixed-income housing with educational, health, recreational and social services.

Egbert Perry – Council for Quality Growth

The U.S. Department of Housing and Urban Development later recognized Centennial Place as a national model for neighborhood revitalization. Its framework has since been replicated more than 250 times across the country, helping establish what is now widely viewed as a standard approach to holistic community redevelopment.

Speakers throughout Thursday’s ceremony highlighted how Perry’s work has consistently sought to balance economic development with community advancement.

Council for Quality Growth Chair Gerald McDowell said Perry’s influence can be measured not only in buildings and developments but also in opportunities created for others.

“His visionary leadership and unwavering commitment to building stronger communities have helped shape our region’s growth and continue to inspire the next generation of leaders,” McDowell said.

In remarks centered on the award’s four pillars, several longtime colleagues and family members reflected on Perry’s legacy.

Renee Lewis Glover, chief strategy officer and co-founder of Coretto Associates, spoke about Perry’s commitment to quality and his belief that successful communities begin with recognizing the value and dignity of every individual.

“For Egbert, quality begins with one fundamental truth: Every human being has God-given value,” Glover said. “It shapes the standard he brings to what we build, how we lead and what we ask of ourselves.”

Commercial real estate executive T. Dallas Smith described Perry as a mentor, business partner and friend whose sense of responsibility extends long after projects are completed. He pointed to Perry’s continued involvement in community and educational initiatives connected to developments he helped create, arguing that business responsibility and community responsibility are inseparable.

Perry’s daughter, Rian Smith, highlighted her father’s vision, describing his willingness to challenge accepted assumptions and imagine new possibilities for cities and neighborhoods.

“My father’s vision is about refusing to accept that the future must be limited by what we inherited,” she said. “Not simply seeing what does not yet exist, but believing, and then proving, that what exists today does not have to define what comes next.”

Perry’s influence has extended beyond development projects. Following the 2008 financial crisis, he joined the board of mortgage finance giant Fannie Mae and later served as chairman from 2014 to 2018, helping guide the organization during a pivotal period in the nation’s housing recovery.


From left to right: Gerald McDowell, Larry Gellerstedt III, Renee Lewis Glover, Egbert Perry, Rian Smith, Miguel Southwell, T. Dallas Smith, and Michael Paris – Courtesy photo

Throughout the evening, speakers returned to the theme Perry selected for the tribute.

For Perry, integrity means maintaining trust and commitment through long and often complex development projects. Innovation has meant advancing ideas such as mixed-income housing and large-scale public-private partnerships long before they became mainstream practices. Impact, he has said, is measured not simply by buildings constructed but by whether communities are stronger, more resilient and better positioned for future prosperity.

“History tends to reward those who inherit advantage, but it is changed by those who question it,” Perry reflected in tribute materials distributed at the event. “Integrity is the clarity to see what is wrong, innovation is the resolve to try something different, and impact is the quiet proof that a different path was always possible.”

The Four Pillar Award is widely regarded as one of metro Atlanta’s highest civic honors. Previous recipients include former Atlanta Mayor Shirley Franklin, businessman Arthur M. Blank, Ambassador Andrew Young, former Gov. Nathan Deal, Delta Air Lines CEO Ed Bastian and the H.J. Russell Family.

In recognizing Perry, the Council for Quality Growth added another influential figure to a list of leaders whose work has helped define modern Atlanta and shape the future of urban development across the United States.

As Perry closed his remarks, he reminded attendees that the future of the city remains a collective responsibility.

“Atlanta, the region and the world are shared projects,” he said. “It is time for us to get back to work on our group projects.”

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From AI Curiosity to Digital Mastery: Atlanta Entrepreneurs Put Artificial Intelligence to Work

Atlanta entrepreneurs move from AI curiosity to practical application through the Atlanta Business League’s Digital Mastery program, learning technology, strategy, security and business growth.

By Milton Kirby | Atlanta, GA | September 22, 2026

By the time a group of Atlanta-area entrepreneurs gathered at the Russell Innovation Center for Entrepreneurs on July 31, artificial intelligence was no longer simply something to ask questions.

It had become something they were expected to put to work.

For months, participants in the Atlanta Business League’s Digital Mastery program had worked through online visibility, email marketing, social media, automation, data management, cybersecurity, business expenses and artificial intelligence.

Now came the harder question: What were they going to do with it?

The final session was designed to bring the lessons together as participants developed 30-day, 90-day and year-long AI plans for their businesses.

It was the culmination of a 10-session program called “Digital Mastery for Small Business Growth: From Online Presence to AI-Powered Success,” sponsored by Comcast and taught by Dr. Kimberly N. West, founder of Magnum Opus Consulting and an Atlanta Business League board member.

Fifty-three people registered for the 2026 program, following more than 35 business owners and professionals who received certificates of completion in 2025.

Atlanta Business League President CEO Leona Barr Davenport, who attended most of the sessions, said the commitment required from the entrepreneurs was itself significant.

“These are entrepreneurs who, despite being busy, took the time to learn,” Davenport said.

She credited Comcast, West and the participants with making the experience “both valuable and enjoyable.”

The course promised practical instruction aimed at helping entrepreneurs strengthen their online presence, streamline operations and use digital tools and AI to improve visibility, automate workflows and increase revenue. Each session was structured around instruction, hands-on implementation, questions and real-world application.

But learning artificial intelligence turned out to involve considerably more than learning how to write a good prompt.

For some participants, it meant reconsidering how customers find their businesses. For others, it meant discovering where important company information was stored, who had access to it or how much money was disappearing each month into software subscriptions.

And for at least one participant, it began with a more basic question:

What does any of this have to do with running a newspaper?

Learning From Inside the Classroom

Disclosure is important here.

I was not an outside observer of Digital Mastery. I was a participant.

Comcast asked me to document the cohort’s journey in a feature for The Truth Seekers Journal. When I invited classmates to share their experiences, I told them the story would not be written “from the outside looking in,” but from “right here in the trenches” with them.

That gave me an unusual position from which to report the story.

Dr, Kimberly N. West 7-31-26 session – (Milton Kirby)

I was simultaneously learning the material and evaluating whether it had practical value for the newspaper I publish.

Halfway through the course, I wasn’t convinced.

During a May conversation with fellow participant Delphyne Lomax Taylor, we talked about having to go back and watch the Zoom sessions again to fully absorb the material.

“My intentions was to apply the class to the newspaper,” I told her, according to a recording of the conversation. “And so far not much has been covered that actually applies to the newspaper.”

I had asked West for at least “one nugget” each week that could specifically apply to a newspaper because I saw publishing as different from many of the other businesses represented in the class.

Taylor was wrestling with the material in her own way.

She was already using ChatGPT for practical business tasks. She described writing proposals and emails herself and then putting them into AI to have the language tightened. At one point, she said she began paying for ChatGPT after reaching a usage limit while trying to complete her work.

The conversation captured something that could easily be lost in all the excitement surrounding AI.

Using it is one thing.

Understanding how it fits into an actual business is another.

More Than ChatGPT

That distinction was central to West’s approach.

Her course did not treat AI as a stand-alone technology that business owners needed to bolt onto their companies.

In one session, West urged participants to think about technology they were already using. AI capabilities were increasingly appearing inside existing business software, she explained.

Delphyne Lomax Taylor 7-31-26 session (Milton Kirby)

“The question is not which shiny tool you should chase,” West said. Instead, businesses should ask whether they are using the AI capabilities already available inside their existing tools.

“Because that’s really where the work is actually happening.”

That approach matters at a time when entrepreneurs can be bombarded with new AI applications promising to write, design, automate, analyze or otherwise transform their businesses.

West’s advice was to begin with the business problem.

When one participant asked how many AI tools a business should use, West said there was no universal answer.

“What you need to do is you have to look at your business and look at what the business needs are and then find the tool or tools that are going to satisfy the needs of your business,” she said.

It was a less glamorous lesson than simply demonstrating the newest AI product.

But it may have been one of the course’s most useful.

Getting the House in Order

That became particularly apparent during the May 14 session.

West called it “Get Your House in Order.”

The subjects were money, data and security.

“This is not the sexiest module that we have,” West told the class. “It’s a little boring sometimes. But it is probably one of the most important modules that we will have.”

One exercise was what West called the “seven day disappearance test.”

Suppose the owner became completely unavailable for seven days.

What would break?

What would stall?

What would become confusing?

Participants were told to think about passwords, backups, systems, vendors, approvals, money, data, security and operations. Some said payroll or operational decisions could suffer. Others said their businesses could continue. Taylor said her business partner could step in, but if both were unavailable, most or all of the business could be affected.

Then West turned to data.

“Data is the asset that most business owners do not realize that they own,” she said.

Customer records. Contracts. Vendor records. Receipts. Reports. Standard operating procedures. Content libraries. Training materials.

“Data is business memory.”

For a newspaper publisher wondering how this course applied to journalism, that was one of those nuggets I had been asking for.

A newspaper’s memory is its reporting.

Recordings. Transcripts. Photographs. Source documents. Research. Contacts. Drafts. Published articles.

Lose control of those assets and AI is the least of the problem.

The session also pushed participants to examine recurring technology expenses and security practices. West encouraged them to know what they were paying for, whether tools were actually being used and whether critical accounts had backups, multifactor authentication and recovery plans.

Suzanne Forte, senior director of public relations for Comcast’s Big South Region, said business owners are confronting economic uncertainty, rising costs and a technology environment moving faster than many can track.

At the same time, they are increasingly expected to understand cybersecurity, digital operations and customer experience while still operating their businesses.

The cohort was intended to help entrepreneurs apply technology to customer engagement, operations and business decisions.

“Technology and digital skills help people connect, learn, work, and thrive,” Forte said in written responses to questions from The Truth Seekers Journal.

She said Comcast’s support was intended to help entrepreneurs “access tools and knowledge they can use to adapt, grow, and participate more fully in the digital economy.”

But Forte’s definition of success did not stop at completing a class or receiving a certificate.

“When participants apply what they learn, share those skills, and strengthen their businesses and networks, that demonstrates meaningful progress,” she said.

By that measure, the question becomes not what was taught during the 10 sessions, but what participants did afterward.

From Understanding to Execution

Dr. Patricia Kelly Marsh came to Digital Mastery with a considerable head start.

Marsh is a physician and CEO of Ask Me Your MD, Inc., or AMY MD. Her company was already using AI to support what she described as a scalable telechat care model.

She joined the program because she wanted a better understanding of available AI and digital tools and how they could be strategically applied to healthcare delivery, technology development and company growth.

For Marsh, one of the most significant changes involved digital visibility.

Before the course, she said, digital visibility seemed important but broad. The program helped her become more deliberate about brand awareness, online engagement and the company’s digital footprint.

Marsh reported that after applying lessons from the program, AMY MD experienced more than a 400% increase in engagement across its social media platforms. She also said website events per session increased and the site’s key-event rate nearly tripled.

Those results were reported by Marsh and were not independently verified by The Truth Seekers Journal.

She described the experience as taking her “from basic understanding to bold execution.”

The program, she said, gave her the tools and confidence to use AI and digital strategy to help grow and scale the company.

When the Person Outranks the Business

Yvonne Bryant Johnson found a different lesson.

Johnson said an AI and strategic branding exercise revealed that her own name had greater online visibility and recognition than her company, Bryant & Associates..

“That realization was both humbling and transformational,” Johnson wrote.

It made her reconsider the relationship between her personal brand, the company’s identity and her long-term business strategy.

Johnson said assignments that initially felt like homework became opportunities to sharpen her thinking about branding, search-engine optimization, visibility and trust.

She also praised West’s ability to turn complicated concepts into “practical tools and actionable frameworks.”

Johnson’s perspective comes with relevant context: she has longstanding ties to the Atlanta Business League. She described herself as a founding faculty member of ABL’s Take Your Business 2 the Next Level program and a past ABL board member.

Still, her experience illustrates one of the course’s broader lessons.

AI does not necessarily have to invent something new for a business.

Sometimes its value comes from revealing something about the business that was already there.

Owning the Audience

West also repeatedly pushed participants to distinguish between digital platforms they use and digital assets they own.

After a session devoted to email systems, she reminded participants that social media companies can come and go and algorithms can change.

An email list, however, belongs to the business.

“If you walked away understanding that one thing, Session 2 did its job,” West wrote afterward.

Another session dealt with finding where an audience actually lives online and using AI to create content that sounds like the business rather than like everyone else using the same technology.

For small businesses, those lessons can be easy to overlook amid fascination with generative AI.

The technology may be new.

The underlying business questions are not.

Who are your customers?

How do they find you?

What information do you own?

What are you paying for?

Who has access to your systems?

What happens if you disappear tomorrow?

And what problem are you actually trying to solve?

Consumers or Creators?

By the final session, the conversation had moved beyond simply learning to operate AI tools.

West challenged participants to think about their relationship to the technology itself.

“We are consumers, right?” she said, according to a recording of the session. “We need to be creators or producers.”

She continued: “We need to be decision makers about the data and where it’s used and how it’s used.”

The recording is imperfect, but the larger point is clear: learning to use AI should eventually mean understanding enough to make informed choices about how it fits into a business.

That is a considerably higher standard than learning how to ask ChatGPT a question.

And it helps explain why the final assignment mattered.

Months of individual exercises were supposed to become an operating plan.

Thirty days.

Ninety days.

A year.

The participant now had to decide what deserved to be implemented.

The Work Begins After the Certificate

There is no single way to measure what 53 registrants took away from Digital Mastery.

The written participant responses available to The Truth Seekers Journal do not support claiming that every member of the cohort experienced the same transformation.

They clearly did not enter the program at the same place.

Marsh was already incorporating AI into a healthcare company.

Johnson discovered a branding issue.

Taylor was using AI to tighten proposals and emails while acknowledging that she needed to revisit some of the classes to fully absorb the material.

And I spent part of the program asking how lessons designed for conventional businesses applied to an independent newspaper.

That diversity may be one of the most useful things about looking at the program from inside the classroom.

“AI mastery” does not necessarily mean mastering the same tool.

It can mean understanding which technology a business needs, and which it does not.

It can mean discovering that information scattered across computers is an asset that needs to be organized.

It can mean realizing that another monthly subscription is not automatically an investment.

It can mean securing an account, owning an email list, understanding an audience or recognizing that the business cannot function for seven days without its owner.

And sometimes it can mean recognizing that the best use of artificial intelligence is not allowing it to make a decision, but becoming better prepared to make the decision yourself.

Davenport said the sessions challenged participants to reconsider how they operate their businesses and where new opportunities might exist.

“They challenged our thinking, broadened our perspectives, and opened our eyes to new opportunities for growth and innovation,” she said. “The experience encouraged us to think differently, embrace change, and explore new ways to stay current, strengthen, and grow our businesses.”

For Davenport, that willingness to change may ultimately matter more than mastering any particular technology.

“The future belongs to entrepreneurs who are willing to pivot, learn, adapt, and grow,” she said.

Comcast’s Forte said she hopes participants leave with the confidence to use technology more strategically to reach customers, streamline operations and identify new paths for growth.

The certificates can show that the participants completed the program.

They cannot show whether Digital Mastery worked.

That test began when the laptops closed, the participants left the Russell Innovation Center and returned to their businesses.

What they do differently next will provide the answer.

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Why Atlanta Business Owners Still Need Strong Networks

Atlanta business owners can strengthen their companies through meaningful relationships, shared knowledge and opportunities available through professional networks such as the ICAN Alumni Network.

By Milton Kirby Publisher of The Truth Seekers Journal, President of Allied Logistics Inc. and Member of the ICAN Atlanta Steering Committee | Atlanta, GA | September 18, 2026

As business owners, we spend a great deal of time focused on operations, customers, contracts, cash flow, technology, and growth. Those things matter. But after years in business, I’ve learned that some of the most valuable opportunities don’t come from a marketing campaign or a proposal.

They come from relationships.

Many of us can point to a conversation, introduction, mentor, or referral that changed the trajectory of our businesses. I certainly can. During my journey building Allied Logistics, some of the most valuable opportunities came not from advertising or cold calls, but from relationships developed through trusted introductions and professional networks.That is why professional networks matter.

Atlanta is one of the nation’s most dynamic entrepreneurial ecosystems. We have innovators, contractors, consultants, logistics firms, professional service providers, manufacturers, technology entrepreneurs, and community leaders building remarkable businesses every day. Yet many business owners continue to operate in silos, carrying challenges and pursuing opportunities without a strong network of peers around them.

My experience with ICIC’s Alumni Network (ICAN) reinforced something I have always believed: business growth is accelerated when entrepreneurs have access to a community that shares knowledge, resources, and opportunities. ICIC works to support business growth and inclusive economic prosperity through programs and initiatives that serve entrepreneurs across the country.

As an alumnus and member of the Atlanta Steering Committee, I have seen firsthand how meaningful connections can lead to collaborations, partnerships, mentorship opportunities, and long-term business relationships.

That is one reason I am excited about the upcoming 2026 ICAN Business Mixer, which will be held in Atlanta on Thursday, September 24 at 6:00 p.m. ET. The event is designed to bring together small business owners, ICIC alumni, and ecosystem partners for authentic conversations and meaningful relationship-building.

What I appreciate most is that these gatherings are not simply about exchanging business cards. They are about engaging with people who understand the challenges and opportunities that entrepreneurs face every day. They are about learning from others, sharing experiences, and discovering ways to help one another succeed.

Whether you are an established business owner, a growing entrepreneur, or someone seeking to expand your professional circle, I encourage you to invest in relationships. The return on that investment is often difficult to measure at first, but it can be transformative over time.

Strong businesses help build strong communities. Strong networks help build strong businesses.

I hope you’ll consider joining us and becoming part of the conversation.

Event Information

Event: 2026 ICAN Business Mixer

Date: Thursday, September 24, 2026

Time: 6:00 p.m. ET

Registration: Available through the official ICIC event page.

Disclosure: The author is Publisher of The Truth Seekers Journal, President of Allied Logistics Inc., an alumnus of ICIC’s Alumni Network (ICAN), and a member of the ICAN Atlanta Steering Committee. This commentary reflects the author’s personal views. Neither the author nor Allied Logistics Inc. has received compensation for promoting this event.

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DeKalb Small Business Summit Returns With Focus on Capital, Contracts and Growth

DeKalb County’s 2026 Small Business Summit will connect entrepreneurs with capital, county contracting opportunities, business resources and a live pitch competition on October 14.

By Milton Kirby | Decatur, GA | September 15, 2026

For a small-business owner, knowing that a government contract exists and knowing how to compete for it can be two very different things.

DeKalb County wants to narrow that gap.

The 2026 DeKalb County Small Business Summit and Pitch Competition will bring entrepreneurs, government officials and business-support organizations together October 14 at the Emory Conference Center Hotel in Atlanta.

The day will focus on issues organizers say DeKalb business owners have identified as priorities: access to capital, county contracting, tools that save time and straightforward information about operating a legitimate business.

The summit is sponsored by the DeKalb County Office of the CEO, the DeKalb Chamber of Commerce and the Decide DeKalb Development Authority.

Organizers are making a simple promise to business owners: access.

“You will spend the day with the people who make those decisions, not a list of links to call later,” organizers said in announcing the summit.

Familiar Challenges for Small Businesses

The priorities outlined for this year’s summit are familiar.

At the 2025 gathering, county officials, business leaders and entrepreneurs spoke about many of the same challenges: access to capital, government contracting, business resources, networking and keeping small companies growing during uncertain economic conditions.

Frankie Atwater Sr., president and CEO of the DeKalb Chamber of Commerce, said small businesses make up 99 percent of the businesses in DeKalb County.

“It’s our job at the Chamber to continue to provide that support that they need — that network for them to continue to grow,” Atwater said.

He also emphasized the importance of giving entrepreneurs information they can use.

“Knowledge is power,” Atwater said, pointing to panels, workshops and networking as ways to help business owners build connections and position their companies for growth.

For business owners, the need can be even more immediate.

Dontricia Dunnum, who attended the 2025 summit, said she came looking for both information and connections that could help her business navigate a difficult economic period.

“I’m trying to expand my network, gain more knowledge and insight on how to still keep my business steady and afloat during this economic season,” Dunnum said.

She also hoped to make connections and gain insight into growing the business.

Those concerns help explain why organizers are again emphasizing practical assistance rather than simply networking.

DeKalb Wants More Businesses Competing for County Work

One of the clearest opportunities involves government contracting.

During the 2025 summit, DeKalb County CEO Lorraine Cochran-Johnson emphasized the purchasing power of county government and the wide range of services it requires.

“Governmental entities are the number one procurer of services in the world,” Cochran-Johnson said. “So there’s nothing you can imagine. There’s no business services provided that, in most instances, we don’t need.”

Her message to entrepreneurs was equally direct.

“The doors for business are open in DeKalb County,” Cochran-Johnson said.

She encouraged business owners interested in county opportunities to use DeKalb’s purchasing and contracting system to find solicitations and begin the process of competing for government work.

The 2026 summit returns to that theme by promising business owners a clearer path into county contracting and access to people involved in making business decisions.

For entrepreneurs unfamiliar with government procurement, however, finding an opportunity is only the beginning.

Businesses may have to understand certification requirements, purchasing rules, insurance requirements, bidding procedures and other parts of the procurement process before they can successfully compete.

That makes the value of the summit potentially less about one day of meetings and more about whether entrepreneurs leave knowing what to do next.

Five Businesses Will Take the Stage

The 2026 summit is also adding a competitive element designed to move selected entrepreneurs from instruction to presentation.

Five DeKalb businesses will pitch their companies live during the summit.

The first-place winner will receive a business growth package valued at $16,500.

The competition includes training before finalists reach the stage.

Semifinalists will participate in a two-week Pitch Academy. The five finalists will then participate in a four-week Growth Incubator designed to help prepare them for the competition and continued business development.

Applications for the pitch competition closed September 11.

While the competition will put five companies in the spotlight, the larger summit is designed for a much broader segment of DeKalb’s small-business community.

From Access to Opportunity

Last year’s summit carried a message that DeKalb County was changing the way it worked with local entrepreneurs.

One speaker described the gathering as evidence that county government was “reimagining how business is done” by connecting entrepreneurs with resources intended to help them succeed regardless of the economic climate.

The 2026 summit gives the county another opportunity to demonstrate what that means.

Panels, workshops and networking can introduce entrepreneurs to resources. A pitch competition can put promising companies in front of decision-makers. Procurement sessions can teach business owners where county opportunities exist.

The longer-term measurement will come after the conference.

Do more DeKalb businesses become qualified to compete for county work? Do more submit bids? Do entrepreneurs find financing? And do more locally owned companies ultimately win contracts and grow?

Those outcomes will determine whether access provided during a one-day summit becomes lasting economic opportunity.

The 2026 DeKalb County Small Business Summit and Pitch Competition will be held October 14 at the Emory Conference Center Hotel, 1615 Clifton Road NE in Atlanta. Registration and breakfast begin at 7:30 a.m., with the program scheduled from 9 a.m. to 4 p.m.

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Atlanta Launches $500 No-Interest Rent Loan Program to Help Prevent Evictions

Atlanta launches a $500 no-interest rent loan pilot aimed at helping vulnerable households address temporary financial hardships before they lead to eviction

By Milton Kirby | Atlanta, GA | September 15, 2026

A few hundred dollars can sometimes separate a family from paying the rent on time and beginning a slide toward eviction.

Atlanta Mayor Andre Dickens is betting that intervening before that happens can help more residents remain in their homes.

The City of Atlanta has launched a two-year pilot program offering eligible renters $500 loans with no interest, fees or penalties. The program is part of the Dickens administration’s broader Neighborhood Reinvestment Initiative and is designed to help households facing a temporary financial hardship before they miss a rent payment.

The Flagstone Initiative, a nonprofit organization founded in 2022, will administer the program.

Under the program, an eligible household can receive a $500 Rent Loan that is applied toward rent. The borrower then repays $20 a week for 25 weeks.

There is no collateral, credit check, credit reporting or collection activity associated with the loan, according to the City. Borrowers also pay no interest or fees.

“The Neighborhood Reinvestment Initiative is about investing in communities while making sure the people who have called them home can stay and benefit from that progress,” Dickens said in announcing the program.

“Sometimes the difference between stability and crisis is a few hundred dollars at the wrong time,” he continued. “This pilot gives us another tool to step in early, help families stay in their homes and prevent a temporary setback from becoming an eviction.”

Intervention Before an Eviction

The approach differs from many eviction-prevention programs because assistance is intended to arrive before a renter falls significantly behind.

Flagstone describes its model as “upstream” eviction prevention. Its $500 Rent Loans are intended for residents who are less than a month behind on rent and encounter relatively small financial emergencies, such as a car repair, illness or loss of work hours.

The organization says it currently reaches more than 19,000 households in seven states, with a particular focus on Georgia, Alabama and Kentucky. The City says Flagstone has made more than 1,700 microloans.

Flagstone works with affordable housing providers to make the loans available to residents. In Atlanta, participating housing organizations include PadSplit, Open Doors Atlanta, Golden Door, LDG, Gateway, BDP, TI Management and OaksATL, according to the City.

The Atlanta pilot comes as the Dickens administration moves deeper into its Neighborhood Reinvestment Initiative, a broader effort announced in September 2025 to direct public and private investment toward historically underserved communities, particularly on Atlanta’s South and West sides.

The City has framed keeping existing residents in their neighborhoods as an important part of that effort.

$400,000 Committed to the Pilot

Four public, nonprofit and private-sector sources are contributing a combined $400,000 toward the program.

The City of Atlanta is providing $50,000 in pilot funding. Airbnb is contributing $50,000 toward loan costs.

The Community Foundation for Greater Atlanta and the William Josef Foundation are each providing $150,000 in loan capital.

The William Josef Foundation had previously announced support for Flagstone’s work with Atlanta-area families vulnerable to eviction.

The City’s announcement does not specify how many Atlanta households are expected to receive loans during the two-year pilot or provide detailed income requirements for borrowers.

Those details will be important in measuring the program’s reach.

The $500 loan is not designed to resolve long-term housing unaffordability or months of unpaid rent. Instead, the program is built around a narrower proposition: a relatively small amount of money delivered early may prevent an unexpected expense from becoming a housing crisis.

That makes the pilot one piece of a much larger challenge facing Atlanta as the city directs billions of dollars in planned public and private investment toward neighborhoods that have historically received less investment.

For Dickens, the goal is not simply improving those neighborhoods. It is also making it possible for the people already living there to remain long enough to benefit from the investment.

Households seeking information about the Rent Loan program can contact the City of Atlanta Housing Help Center or the Flagstone Initiative. Housing providers can also apply to participate in the program.

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Warnock, Wyden Open Senate Inquiry Into Possible Political Use of IRS Enforcement

Sens. Raphael Warnock and Ron Wyden opened an inquiry into reports that Trump administration officials may be influencing IRS enforcement against left-leaning nonprofit organizations.

By Milton Kirby | Washington, D.C. | September 5, 2026

More than a decade after the Internal Revenue Service came under fire for subjecting conservative organizations to improper scrutiny, two Democratic senators are asking whether political officials in the Trump administration are attempting to influence IRS enforcement against organizations on the political left.

U.S. Sens. Raphael Warnock of Georgia and Ron Wyden of Oregon have opened an inquiry into reports that senior Treasury officials are considering increased scrutiny of left-leaning tax-exempt organizations and potentially revoking their tax-exempt status.

Warnock is the ranking member of the Senate Finance Subcommittee on Trade, Customs, and Global Competitiveness. Wyden is the ranking member of the Senate Finance Committee.

Their inquiry does not establish that the IRS has improperly targeted any organization. Instead, the senators are seeking documents and answers to determine whether political considerations have influenced or are being used to influence federal tax enforcement.

At the center of the inquiry is a question that reaches beyond the organizations or political party involved: Can Americans trust the IRS to enforce the nation’s tax laws without regard to political ideology?

“Americans of every political persuasion must be able to trust that the IRS applies the tax code objectively under one set of rules,” Warnock and Wyden wrote to Treasury Secretary Scott Bessent and Frank Bisignano, acting head of the IRS.

A Reported ‘Blueprint’

The inquiry follows an Aug. 27 report by the New York Post that Treasury officials were reviewing the tax-exempt status of several organizations, including the Open Society Foundations, Southern Poverty Law Center and Council on American-Islamic Relations, as well as other left-leaning and labor-aligned organizations.

According to the report cited by the senators, members of Bessent’s “inner circle” were developing a “blueprint” that could lead to revocation of some organizations’ tax-exempt status. The newspaper also reported that administration officials wanted to complete “a good chunk of the crackdown” before the November midterm elections.

“If accurate, the New York Post report raises serious questions about whether political officials are influencing IRS decisions concerning particular taxpayers in ways prohibited by federal law,” Warnock and Wyden wrote.

“If accurate” is an important qualification.

The senators’ letter raises questions about what administration officials may be considering or doing. It does not establish that the IRS has been ordered to audit the organizations named in the report or that the agency has decided to revoke their tax-exempt status.

Tax-exempt organizations are not beyond federal enforcement. Organizations operating under Section 501(c)(3) must comply with federal requirements governing their tax-exempt status. Among those restrictions is a prohibition against participating or intervening in political campaigns for or against candidates for public office.

At the same time, IRS guidance allows 501(c)(3) organizations to take positions on public-policy issues, including issues that divide political candidates, as long as their communications do not favor or oppose a candidate.

The issue raised by the Senate inquiry, therefore, is not whether nonprofit organizations can be investigated. It is whether organizations are being selected for scrutiny based on evidence of violations or because of their ideological positions.

Federal Law Restricts Political Intervention

Warnock and Wyden point specifically to Section 7217 of the Internal Revenue Code.

The law makes it unlawful for certain executive branch officials to directly or indirectly request that an IRS employee conduct or terminate an audit or other investigation of a particular taxpayer.

IRS employees who receive prohibited requests are required to report them to the Treasury Inspector General for Tax Administration. A willful violation can result in a fine, imprisonment of up to five years, or both.

The law also contains limited exceptions, including certain requests by the Treasury secretary resulting from implementation of a change in tax policy.

The senators want to know whether Bessent, Treasury political appointees, White House employees or other covered officials communicated with IRS personnel about audits or investigations involving particular taxpayers.

If such communications occurred, they also want to know whether IRS employees reported them to the inspector general and whether Treasury contends any communication was permitted under the tax-policy exception.

Warnock and Wyden additionally raise questions under Section 6103 of the Internal Revenue Code, which generally protects the confidentiality of taxpayer returns and return information.

They ask whether President Donald Trump or White House personnel requested or received taxpayer information concerning tax-exempt organizations connected with the reported initiative and, if so, whether federal requirements governing access to that information were followed.

The letter does not establish that either law has been violated.

National Security Directives Enter the Inquiry

The senators place the reported nonprofit review within a broader series of administration directives.

Their letter points to National Security Presidential Memorandum 7, issued in September 2025, and an executive order directing federal agencies to target financial networks connected to Antifa and domestic terrorism.

Warnock and Wyden contend that those directives extend beyond violent conduct by incorporating ideological viewpoints.

“Rather than targeting actual violence, these directives explicitly conflate terrorism with subjective political viewpoints such as ‘anti-capitalism,’ ‘anti-Christianity,’ and views on race, migration, and gender,” they wrote.

The senators also cite a December 2025 memorandum from then-Attorney General Pam Bondi directing law enforcement to examine financial support for “Antifa-aligned extremists” and pursue applicable tax crimes.

Whether those national-security efforts resulted in improper IRS enforcement against tax-exempt organizations is among the questions the inquiry is seeking to answer.

Ten Questions for the Administration

Warnock and Wyden’s inquiry seeks considerably more than confirmation or denial of the reported “blueprint.”

The senators want the blueprint itself, along with policies, directives, guidance and criteria concerning the selection of tax-exempt organizations for examination or possible revocation.

They want to identify Treasury, IRS, White House and other executive branch officials who developed those policies or recommended particular organizations for review.

They ask whether Treasury, the White House or another executive branch office identified specific organizations for IRS examination, investigation, compliance review or possible revocation.

One question goes directly to the approaching election.

The senators ask whether any executive branch official requested that IRS personnel “accelerate, prioritize, complete, or take enforcement action” concerning particular tax-exempt organizations before the November 2026 elections.

Another asks whether political affiliation, ideological viewpoint, electoral timing or classifications such as “Antifa-aligned” have been used to identify organizations for IRS scrutiny.

The senators also want the administration to explain the legal and evidentiary standards used to determine when a tax-exempt organization has directly or indirectly financed political violence or domestic terrorism and what safeguards prevent officials outside the IRS from directing examinations over the objections of career IRS personnel.

One of their final questions concerns Bessent himself.

Because of Bessent’s previous senior roles at Soros Fund Management and its relationship with the Open Society Foundations, the senators are requesting information about any ethics review, recusal determination, waiver or other safeguards governing his participation in matters involving the foundation.

Warnock and Wyden also instructed Treasury and the IRS to preserve potentially responsive records, including emails, text and encrypted messages, memoranda, notes, calendar entries, meeting materials and draft documents.

They requested answers and documents by Sept. 15.

Echoes of 2013

The inquiry carries particular significance because Washington has confronted questions about political influence over IRS administration before.

In 2013, the Treasury Inspector General for Tax Administration found that the IRS had used inappropriate criteria to identify applications from Tea Party and other organizations for additional scrutiny.

The controversy led the Senate Finance Committee to conduct a bipartisan investigation lasting more than two years.

Republicans and Democrats did not agree on every conclusion. Republicans argued that conservative organizations had been unfairly targeted and that political bias contributed to their treatment. Democrats emphasized serious management failures and noted that the investigation did not establish criminal wrongdoing. The investigation also examined improper treatment and lengthy delays involving some progressive organizations.

But the episode established a broader principle: federal tax administration should not depend upon an organization’s political viewpoint.

Warnock and Wyden invoke that history directly.

“Republican leaders repeatedly argued that tax administration must never be influenced by political bias or viewpoint,” they wrote. “That principle should apply equally regardless of the political views of the organizations involved.”

The comparison provides a standard that does not depend on which political party controls the White House.

If conservative organizations should not face improper IRS scrutiny because of their political views, organizations on the left should receive the same protection.

Enforcement or Political Retaliation?

None of this means nonprofit organizations are immune from government scrutiny.

Organizations granted tax-exempt status must comply with the laws governing that status. Evidence that an organization violated federal tax law can legitimately trigger examination and enforcement.

Warnock and Wyden acknowledge that distinction.

“Organizations that violate section 501(c)(3) should face appropriate enforcement regardless of their politics,” they wrote, “and organizations should never face IRS scrutiny because political officials disapprove of their views.”

That distinction is at the center of the inquiry.

At this stage, publicly available information does not establish that political officials directed the IRS to investigate particular organizations. The inquiry is intended, in part, to determine whether such direction occurred.

It also gives Treasury and the IRS an opportunity to dispute the senators’ premise, explain the purpose of any review of tax-exempt organizations and describe safeguards intended to keep political considerations from influencing IRS enforcement.

The senators have requested answers by Sept. 15.

Those responses could provide the first opportunity to compare the allegations that prompted the inquiry with the administration’s account of what Treasury and the IRS are actually doing.

Until then, the central question remains unanswered: Are organizations being examined because there is evidence they violated federal law, or because political officials disagree with their views?

The answer could determine whether this remains a dispute over tax policy and political rhetoric or becomes a larger examination of the independence of the Internal Revenue Service.

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Can a Black Veteran Farmer Win in Rural Georgia?

Shawn Harris’s grassroots campaign tests whether a Black Democrat can compete in deep red rural Georgia, leveraging biography, small dollar fundraising and growing support across northwest communities.

“This story was originally published by Barn Raiser, your independent source for rural and small town news.” 

Gap narrows in a district once held by Marjorie Taylor Greene

By Barn Raiser |  August 29, 2026

Lori and Scott Jordan were leaving the Kroger in Dallas, Georgia, on a rainy Tuesday afternoon. They were among the rare people willing to stop and talk politics while others hurried to their cars.

“I got plenty to say,” says Lori. They’ve seen the price of everything go up recently. “The sign right there tells a lot of it. $4.09,” says Scott, pointing to a nearby gas sign. “[The president’s] on TV saying it’s less than $2 per gallon.”

Democrat Shawn Harris speaks to supporters during townhall in Chatsworth, GA July 21, 2026 (Milton Kirby)

The Jordans, a white, middle-aged couple, say they are voting for Shawn Harris, a Black retired brigadier general running as a Democrat for Congress in Georgia’s sprawling 14th Congressional District. The couple frequently finished each other’s sentences while explaining that in the last two years, Scott, 63, who uses a pacemaker, lost his federal health coverage. After the One Big Beautiful Bill rolled back tax credits and imposed new requirements to the Affordable Care Act in 2025, their adult children no longer have access to health insurance, including their daughter, a recent cancer survivor. 

“She doesn’t have insurance now,” Lori says quietly. 

Dallas, a town of 15,000 more than 30 miles northwest of Atlanta, is the county seat of Paulding County, one of the most competitive parts of a congressional district that spans roughly 3,000 square miles along the northwest corner of Georgia’s state line. In previous years, the district held national attention because of its firebrand Republican representative Marjorie Taylor Greene. 

Greene rose to power in 2020, riding a wave of extreme right-wing reaction during the pandemic, during which she compared vaccine requirements to the yellow stars that Nazis forced Jews to wear during the Holocaust. Her unabashed promotion of Donald Trump’s false claims of a rigged 2020 election, QAnon conspiracy theories and Christian Nationalist views enabled her rapid ascent as a central figure of the MAGA movement. 

Yet Greene’s subsequent fall from grace in the Republican party has marked one of the more astonishing political reversals in recent memory. By 2025, tensions that emerged between Trump and Greene had turned into a full-blown rift as Greene criticized Trump for his opposition to the Epstein Files Transparency Act and ignoring an “America first” agenda with military interventions in Venezuela and Iran. In November 2025, Greene announced her decision to resign from Congress, leaving power up for grabs in her Georgia seat. 

14th US Congressional District

In a March special election to complete Greene’s unexpired term, Democrat Shawn Harris finished first in a crowded field of 17 candidates, 12 of them Republicans, receiving 37% of the vote. Republican Clay Fuller finished second with 35%.

In the April runoff, Fuller, who is white, defeated Harris, with 56% of the vote to Harris’s 44%, a difference of just over 15,000 votes. In Paulding County, population 191,000, Harris lost by just 273 votes, garnering 49.9% of the vote, a dramatic 9-point improvement over his previous run. 

Both men subsequently secured their parties’ nominations for the November election (Fuller also received Trump’s endorsement), setting up another Harris-Fuller contest, this time for a full two-year term.

The result could carry implications beyond northwest Georgia. In 2024, Harris challenged Greene and lost decisively, receiving just 36% of the vote. Harris’s 44% in the April runoff could either represent evidence of an electorate becoming more receptive to him or the ceiling for a well-funded Democrat in one of Georgia’s most Republican congressional districts.

At a time when Democrats nationally are searching for ways to compete outside major cities and suburbs, Harris is testing whether biography, small-dollar fundraising, local organizing and a deliberate appeal to independents and Republicans can overcome a district’s deeply established partisan identity.

Soldier, farmer and candidate

For Harris, a retired brigadier general and cattle farmer, places like Paulding may determine whether his latest campaign for Congress ends differently from the ones before it.

He is attempting something Democrats have been unable to accomplish in this deeply Republican corner of Georgia: win a seat in Congress. And he’s attempting it as a Black man in an 88% white district without an ounce of support from the Democratic Congressional Campaign Committee (DCCC). 

This time, however, his numbers show his effort is about more than making a statement.

Harris’s appeal to northwest Georgia voters begins with his biography.

He grew up on his family’s farm in southwest Georgia. After high school, he enlisted in the U.S. Marine Corps. He later earned a degree in agribusiness from Tuskegee University, where he met his wife, Karla. He transitioned to the U.S. Army, serving as a combat infantry commander in Afghanistan and rising to the rank of brigadier general before retiring. Today, Harris and his wife operate a first-generation grass-fed cattle farm near Rockmart, 50 miles northwest of Atlanta.  

Speaking before voters in rural Chatsworth in July, Harris presented himself as a politician focused on constituent service.

“When I get to D.C., my focus is one hundred percent you, your kids and your grandkids,” Harris told the audience. “I don’t need to be seen on TV. I’m not looking to be some celebrity.”

Shawn Harris speaks to voters at a campaign event in Chatsworth, Georgia, on July 21. (Milton Kirby)

For at least one voter in Chatsworth, that message strikes a chord. Peggy Hobgood voted for Trump 3 times. 

“Just seems like this time, I hate to say this, that man’s all about putting his name on a building or a boat or a dollar bill,” Hobgood says. “We don’t need a president like that and we don’t need another one falling in behind him either. I just hate to see people, older people who worked their whole lives and they’ve got nothing.” But Hobgood says she has no plans to vote again because “it’s crooked everywhere.” 

Harris calls himself a moderate, “common sense” Democrat and argues that his path to Congress requires a coalition of Democrats, independents and Republicans. He is running on bread-and-butter issues such as better roads, more mental health services, more health clinics, lower grocery prices, expanded broadband and a fully-funded farm bill. Fuller, his opponent, is an attorney who also serves in the Air National Guard. Fuller grew up in north Georgia and was the district attorney for a four-county circuit in northwest Georgia, according to his campaign website. Appointed by Trump as a White House Fellow during the president’s first term, he identifies himself as a Christian conservative who defends the unborn. He espouses America First policies including tougher immigration enforcement and mass deportation. 

Donald Trump carried the 14th District by roughly 37 percentage points in 2024. But the president’s polling numbers have sunk to new lows. Democratic candidates across the country are tapping into the economic hardship voters are facing from arbitrary on-and-off tariffs and an unprovoked war on Iran driving up prices while Republicans respond with cries of communism. 

Harris sees his campaign’s role in a larger Georgia political landscape where many key races are in play. 

Democrat Keisha Lance Bottoms, the former mayor of Atlanta, is in a statistical tie with billionaire newcomer Rick Jackson for the open governor’s seat, according to Georgia-based pollster InsiderAdvantage, WABE public radio reports. Jackson announced last week that he has allocated $87 million in advertising against Lance Bottoms, who has less than $1 million on hand. The same poll also showed Sen. Jon Ossoff, the Democratic incumbent, 7 points ahead of his challenger Mike Collins. Both candidates are multimillionaires, according to the Atlanta Journal Constitution. 

“If Jon Ossoff is still our senator, and Keisha Lance Bottoms is our governor, she just made history,” Harris tells Barn Raiser. “And then everybody else below me gets elected, all the way down to the lowest level you can come up with, and I lose, that is still a win.”

Measuring rural support

Harris Campaign Communications Representative Lauren Boone tells Barn Raiser that support is already developing across rural Northwest Georgia. 

Boone points to local volunteers, donors, people placing yard signs and residents attending events. The campaign says its volunteer operation extends throughout the district and includes people from rural and agricultural communities.

Boone also claims that campaign canvassing from the special and runoff elections indicated Harris received support from 65% of independents and 20% of Republicans.

Georgia does not register voters by political party, making crossover voting difficult to determine from election returns alone, so the campaign’s numbers do not prove Harris won 20% of Republican voters. But they reveal what Harris’s campaign believes its own voter contacts are telling it, and they help explain the campaign’s strategy.

A yard sign supporting Shawn Harris in Georgia’s 14th Congressional District. (Milton Kirby)

An analysis of the election results offers some insights, though. In more Democratic-leaning parts of the district, Harris was able to hold his own, garnering between 43% and 58% of the vote. 

But the numbers change considerably farther into the district’s Republican strongholds. In those areas, support for Harris ran between 24% and 36%, far behind Fuller. 

Perhaps most strikingly, Harris received only 31% of the vote in Polk County, where he lives and farms.

Those results show both the opportunity and the problem facing his campaign. Harris has demonstrated significant competitiveness in portions of the district, while a substantial Republican wall remains elsewhere.

Can Harris really win over Republicans?

The narrow margin in a Republican stronghold like Paulding does not mean that Paulding has suddenly become Democratic, nor does it establish that large numbers of Republicans crossed over to Harris.

It does demonstrate something more limited, but important: in at least one populous part of this overwhelmingly rural and Republican district, Harris was able to make the race essentially even. 

For Democrats looking nationally at whether deeply Republican territory can still be contested, Harris does not necessarily have to turn every red county blue. Neither does he have to persuade most Republicans to vote Democratic. He just needs enough of them, combined with Democrats and independents, to change the arithmetic in counties where Republican margins have traditionally been overwhelming.

Rural Georgians feeling the economic pain of the Trump administration’s policies combined with inaction by a Republican-led Congress might just tip the scale.

Paulding County offers a glimpse of what that would look like.

An $8 million question

Harris has demonstrated an extraordinary ability to raise money without party support.

Federal Election Commission (FEC) records show his campaign raised approximately $8.1 million from April 2025 through June 30, 2026, four times more than his opponent. 

Nearly all came from individual contributions. About $6.22 million of Harris’s individual contributions were reported as unitemized.

Communications Representative Boone says the average contribution is $22.02, although that figure cannot be independently verified by FEC reports. Fewer than 50 contributors have donated more than $3,000. Harris reported no candidate loans and no contributions from party committees.

Campaign records show that Harris hired a Massachusetts campaign consultant called Campaign Industries, founded by a veteran election campaign organizer Mac D’Alessandro and a veteran union organizer John Hennelly. It offers candidates complete campaign services from creating strategy to hiring, firing and managing field staff. 

The Harris campaign has dedicated more than $3.2 million to digital fundraising and social media, which explains, in part, the high number of small donors. 

Boone says the campaign maintains a small staff, with four regular staffers and several part-time consultants and support staff, allowing it to devote resources to direct voter contact.

“We are very focused on our field program, door knocking, phone calling, town halls, etc. throughout the district,” she says. “Our amazing volunteer corps has played a big part in allowing this model to work so successfully.”

Less than $1 million was spent on campaign staff during the 12-month period, according to Boone. The remainder went toward fundraising, voter contact and persuasion through field operations, social media and paid media.

Boone says that in addition to nearly 200 active volunteers inside the district, the campaign has more than 500 nationwide. Some of those volunteers, she says, are expected to travel to northwest Georgia during the closing days of the campaign. For a congressional candidate receiving no DCCC support, the nationwide volunteer network presents an unusual contrast. 

Republican Clayton Fuller’s financial operation looks considerably different.

Through June 30, Fuller reported approximately $1.85 million in receipts and $1.78 million in spending. About $1.08 million came from individuals, with his top donors contributing tens of thousands each and another $305,481 from other political committees. Fuller also loaned his campaign $450,000.

The Republican PAC Conservatives for American Excellence has spent nearly $500,000 opposing Harris. Additionally, more than $2.7 million in dark money is backing Fuller. 

Fuller’s donor list includes the American Israel Public Affairs Committee (AIPAC), the Koch Foundation, MAGA, Inc., Lockheed Martin and WinRed. His PAC donor list is more than 100 organizations long and totals an estimated $305,000. (By comparison, four PACs have donated just under $14,000 to Harris.)

Fuller has also spent the majority of his funds on media buys and digital strategy. His campaign consultant is Wiregrass Strategies, a firm run by Brandon Phillips, manager of Donald Trump’s 2016 Georgia presidential campaign. There is little indication of major expenditures on field staff in his FEC report. His campaign did not respond to requests for interviews.

The contrast shows Harris is attempting to finance a competitive campaign largely through individual contributions and an enormous small-dollar fundraising operation.

Fuller, on the other hand, is benefiting from a different financial ecosystem, including candidate financing, PAC contributions, major donors and outside spending.

A test bigger than GA-14

Harris frequently tells audiences that “leadership matters.” For him, the phrase extends beyond winning an election.

“Leadership means you know when to get the hell out of the way, so somebody else can get in the seats,” Harris told an audience in July.

He has also framed leadership as something extending beyond himself, talking about helping elect other candidates and building political participation throughout the ticket. 

His campaign expenditures show he means it. Not only is the Harris campaign not receiving funds from the Democratic Party, he is donating to them. Federal filings show the Harris campaign donating more than $27,000 to Georgia’s state Democratic party and multiple county Democratic parties in the district for event sponsorships and more.

Georgia’s 14th District is becoming a test of something larger: Can a Black Democrat compete in deep-red rural and white America without waiting for the national party to decide the race is winnable?

Harris is betting millions of dollars, hundreds of volunteers and yet another campaign that the answer is yes.

Valeria Howard Cunningham: From Preserving a Legacy to Building Her Own

Valeria Howard Cunningham’s Power 50 honor reflects her leadership in preserving Black Western heritage, expanding the Bill Pickett Invitational Rodeo, and creating generational opportunities through cultural stewardship.

By Milton Kirby | Washington, D.C. | September 4, 2026

When Valeria Howard Cunningham was recognized as one of the U.S. Black Chambers, Inc. 2026 Power 50 Women of Influence, she was being honored for more than the title she holds.

For Cunningham, president and CEO of the Bill Pickett Invitational Rodeo, the recognition represented something else: responsibility.

“Being named a U.S. Black Chambers Power 50 Woman of Influence is both a tremendous honor and a humbling reminder of the responsibility that comes with leadership,” Cunningham told The Truth Seekers Journal.

That responsibility will soon bring Cunningham back to the Washington, D.C., area.

Two months after receiving the Power 50 honor at a July 13 luncheon in Washington, Cunningham will lead the Bill Pickett Invitational Rodeo into its National Championship Finals Sept. 18 and 19 at The Show Place Arena in Upper Marlboro, Maryland.

The return offers a fitting connection between recognition and responsibility: Washington celebrated Cunningham’s influence. In Upper Marlboro, audiences will see the institution she leads in motion.

That responsibility did not begin when she assumed the top leadership role.

Cunningham helped build the Bill Pickett Invitational Rodeo alongside her husband, founder Lu Vason, becoming deeply involved in both its business operations and cultural mission. After Vason’s death in 2015, she stepped into the lead role, assuming full responsibility for protecting the institution while guiding it into a new era.

She inherited the responsibility for an institution she had already helped shape.

What followed was the challenge of preserving its history, expanding its reach and ultimately defining what the organization would become under her leadership.

Taking the Reins

Vason founded the Bill Pickett Invitational Rodeo in 1984 after recognizing how rarely the contributions of Black cowboys and cowgirls were reflected in popular portrayals of the American West.

His answer was to create a rodeo where Black competitors could showcase their skills while audiences learned about a history many had never been taught.

Cunningham was part of building that vision.

She understood the business of the rodeo, its relationships and the cultural purpose behind it. But after Vason’s death, the responsibility changed.

The decisions were now hers.

So was the future.

She faced questions about whether the organization could survive the death of its founder and whether she could carry it forward.

Cunningham did more than keep it alive.

The national tour continued. Corporate and community partnerships were strengthened. Educational and cultural programming expanded. The organization developed initiatives connecting Black Western heritage with music, health, youth development and community engagement.

Today, the Bill Pickett Invitational Rodeo describes itself as the world’s only touring African American rodeo association. In 2026, it is celebrating its 42nd year while continuing to present Black cowboys and cowgirls before audiences around the country.

That transition from helping build the institution to becoming the person responsible for its direction reshaped Cunningham’s understanding of leadership.

“Success isn’t measured by the titles you hold,” Cunningham told TSJ.

Her measure is what happens because someone held the position: the lives affected, opportunities created and doors opened for others.

That philosophy helps explain why the Power 50 recognition carries significance beyond another honor for Cunningham.

Preserving History by Keeping It Alive

The U.S. Black Chambers’ Power 50 Women of Influence recognizes women whose leadership contributes to economic growth, social progress and generational impact.

Cunningham’s work touches all three, but perhaps nowhere is her influence clearer than in cultural preservation.

The American cowboy occupies an almost mythical place in the nation’s history. Yet the image created by generations of movies and television often left Black cowboys outside the frame.

They were never outside the history.

Black men worked as cowboys, ranch hands, horsemen and cattle drivers across the West after the Civil War. Their contributions helped build the cattle industry and Western communities, even as popular culture largely failed to tell their stories.

The Bill Pickett Invitational Rodeo challenges that omission every time it enters an arena.

History there is not presented behind glass.

It rides through the gate.

Young people can see Black cowboys and cowgirls competing in real time while encountering a Western history that includes people who look like them.

For Cunningham, that connection between past and future is essential.

Her work is not only about preserving history but ensuring that Black communities participate in telling it.

That means introducing another generation to the people whose contributions might otherwise disappear from public memory.

Creating Something for the Next Generation

Cunningham’s leadership has also extended well beyond the rodeo arena.

Through the Bill Pickett Invitational Rodeo Foundation, the broader mission includes scholarships, mentorship, educational programming, community engagement and youth development.

Among its programs is Rodeo for Kidz Sake, which introduces young people to Black Western history while giving them an opportunity to experience the rodeo and see Black cowboys and cowgirls in the arena.

The Foundation’s work reflects a basic principle running through Cunningham’s approach to leadership: influence has little value if it ends with the person who possesses it.

That same philosophy can be seen in the organization’s expanding cultural reach.

Under Cunningham’s leadership, BPIR has developed initiatives connecting Black Western heritage with music, including programs that create opportunities for emerging Black country artists and broaden the cultural experience surrounding the rodeo.

Health initiatives, youth programs and community partnerships have further extended the organization beyond competition.

The rodeo remains the centerpiece.

But the institution surrounding it has grown.

That growth changes how Cunningham’s Power 50 recognition can be viewed.

The honor places her among accomplished women from business, media, entertainment, finance, public service and other fields.

But Cunningham’s path is unusual.

Her platform is a rodeo.

Her classroom can be an arena.

And the history she is working to preserve includes people who helped build America but were largely absent from the version of the West generations of Americans encountered in popular culture.

That gives Cunningham’s leadership both a cultural and generational dimension.

The goal is not simply for audiences to remember Bill Pickett or Lu Vason.

It is for young people to understand that there is a history preceding them, and a place for them in the history still being written.

From Stewardship to Leadership

When Cunningham assumed full responsibility for the Bill Pickett Invitational Rodeo after Vason’s death, it would have been easy to describe her role simply as preserving her husband’s legacy.

More than a decade later, that description is incomplete.

Cunningham had already helped build the institution.

What came afterward required leadership of her own.

She had to lead competitors, families, sponsors and audiences through a transition after the death of the organization’s founder. She had to protect the history at the center of the rodeo while positioning BPIR for another generation.

She also had to decide where the organization could go next.

The continued national tour is one measure of that work.

The expansion of corporate and community partnerships is another.

So are the scholarships, mentorship programs, educational initiatives, youth development efforts and cultural programming that have widened BPIR’s influence beyond the arena.

Its ability to introduce new audiences to Black Western culture may be the most visible measure of all.

But Cunningham appears to measure her impact differently.

Not by titles.

Not simply by recognition.

But by what remains after the recognition is over.

That may explain why she described being named a Power 50 Woman of Influence as both an honor and a responsibility.

The award recognizes what she has already accomplished.

The responsibility concerns what she does next.

For Cunningham, that means continuing to tell a history too important to lose, creating opportunities for those coming behind her and ensuring that the institution she helped build is strong enough for another generation to inherit.

That work will continue Sept. 18 and 19 in Upper Marlboro, where the Bill Pickett Invitational Rodeo National Championship Finals will bring Black cowboys and cowgirls from across the country to The Show Place Arena for three performances and competition for more than $200,000 in cash and prizes.

Lu Vason founded the Bill Pickett Invitational Rodeo.

Valeria Howard Cunningham helped build it beside him.

Then she accepted responsibility for leading it forward.

More than a decade later, she is no longer simply preserving his legacy.

She is building her own.

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Beyond the Title: USBC Power 50 Celebrates Black Women Who Turn Influence Into Impact

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Beyond the Title: USBC Power 50 Celebrates Black Women Who Turn Influence Into Impact

The U.S. Black Chambers 2026 Power 50 Women of Influence honors Black women whose leadership, entrepreneurship and impact are shaping business and communities nationwide.

By Milton Kirby | Washington, D.C. |August 30, 2026

Inside The Ritz-Carlton in Washington, D.C., accomplished Black women from across the country gathered Monday, July 13th to be recognized for their influence.

They were executives and entrepreneurs, filmmakers and advocates, corporate leaders and community builders. Their professions differed, as did the paths that brought them into the room.

But throughout the U.S. Black Chambers, Inc. 2026 Power 50 Women of Influence luncheon, conversations kept returning to a larger question: What makes someone influential?

Nicole Parker had a straightforward answer.

“How you give, how you serve, how you show up.”

Parker, a member of the inaugural Power 50 class, was describing qualities behind an annual recognition of Black women whose leadership and impact extend across business, government, healthcare, finance, entertainment, technology, nonprofit leadership and other sectors.

Some of the women honored have names recognized far beyond their industries. Others have spent years doing consequential work with considerably less public attention.

That distinction is part of why the Power 50 exists.

Looking Beyond Familiar Names

Tiffany Murphy, who works with the Power 50 program, said its beginnings grew partly from noticing who was, and was not, receiving recognition.

“We realized the same Black female executives were getting recognized, but there were so many that were doing wonderful things,” Murphy said. “And that’s what essentially became the Power 50.”

The response to the program suggests just how many women fit that description.

Murphy said USBC received nearly 1,000 nominations for the 2026 class.

Organizers then faced the difficult task of narrowing that pool to the women who would receive the annual recognition. Despite the Power 50 name, Murphy acknowledged that organizers have found it difficult to limit the final class to exactly 50.

The number of nominations points to something larger than an awards program. There is no shortage of Black women leading companies, building organizations, influencing industries and serving communities. The challenge is making sure more of that work is seen.

Murphy believes the program itself is beginning to reach another stage.

“I think this is the first year it’s really kind of did its own thing,” Murphy said. “We’re five years in. It’s getting buzz. People are learning more about it.”

The 2026 class included women from a broad range of professions and experiences.

Cheryl Boone Isaacs, former president of the Academy of Motion Picture Arts and Sciences, was named Global Trailblazer of the Year. U.S. Rep. Jasmine Crockett was named Woman of the Year.

Isaacs made history in 2013 when she became the first African American to serve as president of the Academy. She now serves as founding director of the Sidney Poitier New American Film School at Arizona State University.

But national name recognition is not what defines a Power 50 honoree.

The class also includes women building businesses, creating nonprofits, opening professional pathways and working in communities where their names may never regularly appear in national headlines.

“How You Give, How You Serve, How You Show Up”

Parker has watched the Power 50 develop from its early years.

A small-business owner and USBC board member, she returned for the 2026 luncheon as a previous honoree supporting a new class of women.

“The Power 50 is just about women leading the movement, from women entrepreneurs to C-suite executives in all industries,” Parker said.

Asked what goes into identifying a Woman of Influence, Parker did not begin with titles, money or celebrity.

“They look at community,” she said. “They look at the impacts that you’ve done in your industry or in the community, how you give, how you serve, how you show up.”

Inside the luncheon, those qualities took different forms.

For one woman, influence meant turning a missing pathway into an opportunity for others.

For another, it meant recognizing the collective economic and creative power of Black women.

And for another, being honored for decades of work became a reminder that there was still more to do.

Creating the Opportunity She Once Needed

Agnes Moss knows what it is like to search for a professional pathway and not find one.

Moss, founder and president of the National Black Movie Association, once dreamed of working in film.

Agness Moss – Photo by Milton Kirby

While attending North Carolina Central University, she could see successful Black filmmakers such as Spike Lee and John Singleton. What she could not see was a clear path from college into a sustainable career in the industry.

“We didn’t have social media, so there was no direct path to get to a viable career in the film industry,” Moss said.

Her professional journey eventually took her into news, education, public relations and other fields. Still, the desire to tell stories through film remained.

Years later, Moss began asking herself what might have changed her own journey.

“How could my trajectory have been different?” she recalled. “What did I need?”

The answer helped shape the National Black Movie Association, a nonprofit that champions Black stories, promotes equity in film education and works to connect aspiring filmmakers, including students at historically Black colleges and universities, with opportunities in the industry.

Moss summarized the evolution of that work in one sentence.

“We used to advocate for opportunities in the film industry, but now we create them.”

Her experience offered one answer to the question of what influence can accomplish.

It can make sure someone coming behind you does not encounter the same closed door.

Kyra Hardwick – Photo by Milton Kirby

“We’re All Impact Makers”

Kyra Rénel Hardwick saw another kind of power in bringing accomplished Black women together.

Hardwick, founder of The Kyra Company, works with small businesses and corporations on operations and business development.

“Black women coming together and being honored for being amazing is top tier,” Hardwick said. “But the fact that we know we’re all impact makers is what makes this amazing.”

For Hardwick, the significance was not simply that individual women were receiving awards. It was what their collective presence represented.

“You get us in the same room and all this good energy, regardless of what our economic status is, regardless of what our economy is saying, we are innovators. We’re creators.”

The room represented women who had accumulated experience, relationships, resources and influence in different corners of American life.

Bringing them together created the possibility that individual influence could become collective impact.

Beth Powell – photo by Milton Kirby

Recognition Without Arrival

Beth Powell offered perhaps the clearest example of why recognition matters even to someone who has already accomplished much.

Powell is a Boeing 737 captain with American Airlines, as well as an author, emerging filmmaker and longtime community advocate.

She described being selected for the Power 50 as “incredible, humbling and, at the same time, inspirational.”

Her reaction also illustrated Parker’s earlier description of the qualities behind the recognition.

Powell said her community work spans more than 26 years. Yet when she looked around the gathering, she did not describe herself as someone who had arrived.

She saw women she admired.

“I see the vision, and that they believe in me, and that I will be like my heroes and sheroes someday,” Powell said.

It was a striking observation from a woman who had already been selected to stand among those she admired.

Recognition can acknowledge a body of work. But it can also tell recipients that others see something in them that they may still be working to see fully in themselves.

For Powell, selection to the Power 50 did not sound like an endpoint.

It sounded like another reason to keep going.

The Work That Remains

The Power 50 luncheon was built around recognition, but the conversations surrounding it repeatedly returned to responsibility.

Murphy talked about women whose work deserved to be seen.

Parker talked about giving, serving and showing up.

Moss talked about creating opportunities.

Hardwick talked about impact.

And Powell talked about work.

Together, their voices offered a definition of influence considerably broader than a job title or a place on an annual list.

Influence meant having enough experience to create a pathway for someone else.

Enough visibility to bring attention to work that matters.

Enough access to open a door.

And enough humility to recognize that receiving an honor does not mean the work is finished.

Powell returned to that idea as she reflected on what the gathering represented.

“We’re celebrating tenacity,” she said. “We’re celebrating the work. We’re celebrating the work within the community I’ve done over 26 years, and there is work that still remains to be done.”

For an event honoring some of the nation’s influential Black women, it was a fitting reminder of what the Power 50 recognition can mean.

Not merely reaching the room. But remembering who still needs a door opened.

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Atlanta, MARTA Reach $52 Million Settlement to End Years-Long More MARTA Dispute

Atlanta and MARTA reached a $52 million settlement ending their More MARTA funding dispute, shifting attention from competing audits to promised transit improvements.

By Milton Kirby | Atlanta, GA | August 28, 2026

The City of Atlanta and MARTA have reached a $52 million settlement ending a years-long dispute over how money collected through the voter-approved More MARTA Atlanta sales tax was allocated for enhanced bus service.

The agreement resolves a disagreement that produced dramatically different conclusions about how much money should have been returned to the More MARTA account.

A city-commissioned audit concluded that MARTA had overcharged the program by approximately $70 million. MARTA disputed that finding, and a later assessment by accounting firm KPMG calculated the amount at approximately $865,630.

The final settlement landed between those figures, but considerably closer to the city’s calculation.

MARTA has already transferred $19.37 million from the MARTA Reserve Account to the More MARTA Atlanta Reserve Account. Under the settlement, MARTA will transfer another $32.63 million in monthly installments, with the full amount transferred no later than Aug. 31, 2028.

The $52 million represents the full and final resolution of the disputed amounts involving More MARTA sales-tax proceeds used for enhanced bus service.

“This agreement puts a long-running dispute behind us and allows us to put our full focus where it belongs, delivering the transit investments Atlantans voted for,” Mayor Andre Dickens said in announcing the agreement.

Dickens credited MARTA General Manager and CEO Jonathan Hunt, MARTA Board Chair Jennifer Ide, Atlanta City Council Transportation Committee Chair Alex Wan and the staffs of both organizations with reaching the settlement.

“We can disagree, work through difficult issues and still find a way forward,” Dickens said. “This resolution protects Atlanta’s investment and gives us a stronger foundation to work together on the transit system our residents and region deserve.”

How Did $70 Million Become $865,630?

At the center of the dispute was not an allegation that MARTA spent More MARTA money on something unrelated to transit.

It was an accounting disagreement over how much of Atlanta’s More MARTA sales-tax revenue should have been charged for operating enhanced bus service and how much should have remained available for capital projects.

Atlanta voters approved an additional half-penny sales tax in 2016 to expand and improve transit within the city. Collections began supporting enhanced service in 2017.

As the program developed, MARTA charged More MARTA for service improvements above an established baseline, including increased frequency on bus routes.

Questions about those calculations eventually led the Atlanta City Council in 2023 to seek an audit of the program.

Accounting firm Mauldin & Jenkins examined More MARTA from its inception through June 30, 2023. Its report concluded that MARTA had charged approximately $70 million more than it should have for enhanced bus service.

MARTA strongly disputed the finding.

The transit agency argued that the methodology used to reach the $70 million figure failed to properly account for changes in transit service, particularly when MARTA reduced service throughout the system during the COVID-19 pandemic.

A subsequent KPMG assessment examined the competing methodology.

KPMG concluded that the original approach to allocating enhanced-service costs worked during the program’s early years, when service was primarily being added in Atlanta. But that methodology became less appropriate after service reductions occurred throughout MARTA’s larger system.

Under the earlier approach, reductions elsewhere in the MARTA system could affect calculations involving Atlanta’s More MARTA operating fund even when those reductions were not caused by changes to Atlanta service.

KPMG recommended a proportional methodology designed to distribute service changes more broadly across the transit system.

Using that approach, the amount calculated as due to the More MARTA capital fund was approximately $865,630.

That left Atlanta and MARTA tens of millions of dollars apart.

City officials continued to stand behind the original audit.

MARTA maintained that the city’s calculation was based on a flawed methodology.

The settlement announced Thursday resolves that argument at $52 million.

No Declaration of a Winner

The numbers make the agreement noteworthy.

The settlement is approximately $18 million below the nearly $70 million identified in Atlanta’s audit.

But it is more than $51 million above the approximately $866,000 calculated under the later KPMG methodology.

The agreement does not say MARTA admitted that Atlanta’s audit was correct.

Nor does the settlement erase the competing conclusions reached during the dispute.

Instead, the city and MARTA describe the $52 million as the full and final resolution of all disputed amounts related to More MARTA sales-tax proceeds allocated for enhanced bus service.

That distinction is important.

The settlement resolves what MARTA will transfer to the More MARTA account. It does not necessarily resolve which accounting methodology should be considered correct.

Disagreement Spilled Into Public View

What began as an accounting dispute eventually contributed to broader tension between Atlanta City Hall and MARTA.

One of the most visible flashpoints involved the planned transformation of Five Points Station, the downtown hub connecting MARTA’s north-south and east-west rail lines.

In June 2024, Dickens asked MARTA to pause work on the approximately $230 million Five Points project while questions surrounding More MARTA and other concerns were being addressed.

Although MARTA and the city later announced plans to move the project forward, disagreement developed over permits needed for construction.

Records later reported by The Atlanta Journal-Constitution showed city officials telling MARTA representatives that resolving the More MARTA audit and moving the permits forward were linked. Dickens publicly denied that his administration was withholding permits because of the audit.

By March 2025, the disagreement had become unusually public.

Dickens appeared before MARTA’s board as city and transit officials offered conflicting accounts about permits, meetings and communications between the organizations.

The new settlement provides an opportunity to change that relationship.

“Resolving this matter provides greater certainty for both MARTA and the City and allows us to continue moving the More MARTA Atlanta program forward,” Hunt said.

Hunt was named MARTA’s permanent general manager and CEO earlier this month after serving approximately a year in the position on an interim basis.

“Our customers are best served when MARTA and the City are working together in a collaborative fashion,” Hunt said. “This agreement gives us an opportunity to turn the page, strengthen that partnership and focus on making meaningful improvements to our system while delivering safe and reliable transit for the people of Atlanta.”

Where Does the $52 Million Go?

Despite the size of the settlement, MARTA is not writing Atlanta a $52 million check for the city’s general budget.

The money is being transferred between MARTA-administered accounts.

MARTA previously moved $19.37 million from the MARTA Reserve Account into the More MARTA Atlanta Reserve Account. The remaining $32.63 million will be transferred through monthly installments by Aug. 31, 2028.

Those funds will then be available for future More MARTA projects and other program priorities.

The distinction matters because the settlement is ultimately about transit money and where within MARTA’s financial structure that money belongs.

It also raises a broader question.

Moving $52 million into More MARTA means those dollars will not be available for other MARTA purposes.

MARTA officials have indicated the agreement is not expected to affect the agency’s operating expenses, but it could reduce money available for systemwide state-of-good-repair projects. The agency could have to defer or reduce some projects, identify savings or consider financing alternatives.

Those decisions have not been finalized.

A Promise Made by Voters

For Atlanta residents, the larger issue extends beyond the accounting disagreement.

In 2016, voters approved the half-penny More MARTA sales tax to make a substantial long-term investment in the city’s transit system.

The program was envisioned as a way to expand transit and improve mobility throughout Atlanta. An initial collection of dozens of possibilities was eventually narrowed to 17 projects approved by MARTA’s board in 2018.

Those plans have changed over time as construction costs increased, priorities shifted and projects were reconsidered.

Progress has also been uneven.

The Summerhill Bus Rapid Transit project and the NextGen Bus Network have been among the most visible More MARTA initiatives moving toward delivery, while several other projects originally envisioned under the program remain years away or have changed significantly from their original concepts.

That history makes Atlanta City Council Transportation Committee Chair Alex Wan’s emphasis on accountability particularly relevant.

“Atlanta voters made a significant investment in the future of transit when they approved More MARTA, and we have a responsibility to make sure those dollars are accounted for and deliver the improvements residents were promised,” Wan said.

“This settlement provides needed resolution and allows all of us to move forward with greater accountability, transparency and focus on delivering projects.”

MARTA Board Chair Jennifer Ide similarly described the settlement as an opportunity to rebuild the working relationship between MARTA and the city.

“This settlement reflects the kind of responsible governance our customers and taxpayers should expect,” Ide said.

“The Board appreciates the work by both parties to reach a resolution that provides clarity, closes this chapter and creates an opportunity for a stronger working relationship between MARTA and the City of Atlanta.”

From Accounting to Accountability

The settlement answers a question that has followed MARTA and Atlanta for more than two years.

The amount is $52 million.

But resolving the accounting dispute creates another test for both organizations.

The settlement announcement does not specify which More MARTA projects will receive the additional money now being committed to the program.

That means the next phase of the story will not be decided by auditors.

It will be measured by what gets built.

Nearly a decade after Atlanta voters approved an additional sales tax to expand and improve transit, MARTA and the city have agreed on how much money will resolve their dispute.

Now they must show Atlantans what that $52 million will deliver.

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Jonathan Hunt Earns MARTA’s Top Job. Now Comes the Test of “Routine Excellence

MARTA names Jonathan Hunt permanent CEO after a national search, placing safety, transparency, accountability and his promise of “routine excellence” at center stage.

By Milton Kirby | Atlanta, GA | August 14, 2026

Jonathan Hunt did not initially want the job.

When Hunt stepped into the role of interim general manager and CEO of MARTA in August 2025, following the departure of Collie Greenwood, he said he was not interested in becoming the permanent leader of one of the nation’s largest public transit systems.

A year later, Hunt had changed his mind.

After a national search that reached across the transportation industry and identified and contacted more than 250 candidates, the MARTA Board of Directors narrowed the field to three finalists. On Thursday, Aug. 13, it selected the man who had spent the previous year doing the job.

Jonathan Hunt – General Manager & CEO – Photo by Milton Kirby

Hunt is now MARTA’s permanent general manager and chief executive officer.

“To be named general manager and CEO of MARTA is an incredible, incredible honor,” Hunt said following the decision.

But neither Hunt nor MARTA Board Chair Jennifer N. Ide used the occasion simply to celebrate.

Both acknowledged that MARTA still has work to do.

“I think that we are in a much better place than we were a year, 18 months ago,” Hunt said. “But we still have, you know, a ways to go.”

Ide was even more direct.

“How MARTA is operating today is good,” Ide said. “What we expect with Jonathan as the permanent CEO is we expect great. We expect exceptional.”

Then she raised the bar higher.

“Where we are today isn’t good enough for the city of Atlanta.”

For Hunt, the year-long audition is over. The challenge now is turning the accomplishments of his interim tenure into the everyday service riders expect from MARTA.

A National Search Ends at Home

Hunt’s selection followed what MARTA described as an extensive national search.

The Board retained Diversified Search Group following a competitive selection process. According to Ide, the firm and MARTA’s search committee cast a wide net across public transit, airports and airlines, freight and passenger rail, port authorities and logistics.

More than 250 potential candidates were identified and contacted.

Board members representing MARTA’s major jurisdictions participated in the process, developing the position description, screening and vetting candidates and conducting structured interviews.

Three finalists emerged.

Hunt was joined by Cleveland Ferguson III of the Jacksonville Transportation Authority and Leroy Jones of Washington’s Metro system.

The candidates brought different experiences to the competition.

Jones came from one of the nation’s largest transit systems, with extensive bus and rail operations in the Washington metropolitan area.

Ferguson came from Jacksonville, a smaller transit operation without a heavy-rail system comparable to MARTA.

Hunt brought something neither outside candidate could offer: more than a decade inside MARTA and nearly a year already sitting in the chief executive’s chair.

Ide emphasized that the selection was not an indictment of the other finalists.

“The process gave us three exceptional finalists, and I didn’t say that lightly,” she told the Board. “Cleveland Ferguson, Leroy Jones, and Jonathan Hunt each brought something real to the table, and any one of them could have led MARTA well.”

But after final interviews and deliberations, the Board chose Hunt.

Jennifer Ide – MARTA Board Chair – Courtesy Photo

Ide explained why.

“What ultimately made Jonathan the most qualified candidate was not a single credential,” she said.

Instead, she pointed to Hunt’s leadership and the Board’s belief that MARTA is moving in the right direction under him.

Over the past year, Ide said, Hunt strengthened relationships with MARTA’s jurisdictional partners, business community, employees, stakeholders and riders.

His knowledge of the agency also mattered.

“He understands our operations, our finances, our capital program, and the complicated web of government and community interests that we answer to,” Ide said.

The Candidate Who Initially Didn’t Want the Job

Hunt’s path to the permanent position was unusual because he initially indicated he wasn’t seeking it.

But something changed during his year at the top.

Hunt has described the interim assignment as the most rewarding and purposeful experience of his professional career. He also said people within and around MARTA encouraged him after watching his leadership.

Eventually, the reluctant interim leader became a candidate for the permanent position.

The Board’s decision suggests his year in the job became something few outside candidates could duplicate: a real-world audition.

Hunt took over MARTA during a period of significant change.

During his interim tenure, the agency launched a redesigned bus network, replaced its Breeze fare-payment system and implemented Atlanta’s first bus rapid transit line.

He also oversaw MARTA’s operations, safety and customer experience during the FIFA World Cup, when the region’s transit system faced extraordinary demand.

Ide pointed specifically to the World Cup as evidence of Hunt’s leadership.

“For those few months, all eyes were on MARTA and on Jonathan, and he met the moment and delivered,” she said.

But Hunt’s permanent tenure will not be judged solely by how MARTA performed during a global sporting event.

The more difficult test may be what happens on an ordinary Monday morning.

From World Cup Success to “Routine Excellence”

Hunt has repeatedly used a phrase to describe what he wants MARTA to become: “routine excellence.”

His goal, he says, is a transit system that is safe, clean and reliable every day.

That distinction matters.

Moving huge crowds successfully during the World Cup demonstrated what MARTA can do when the system, its employees and the region are focused on a major event.

The challenge now is delivering that level of reliability when there are no international television cameras and no global event underway.

Ide made clear that the Board shares that expectation.

“We have a unique opportunity to carry the momentum of the World Cup into our everyday routine excellence of service,” she said.

Then she added an important promise.

The Board, she said, will hold Hunt to that standard.

That standard comes as MARTA continues to manage major projects and challenges.

The agency is rolling out a redesigned bus system, transitioning riders to a new Breeze fare system, implementing bus rapid transit and preparing new rail cars for passenger service.

At the same time, riders judge MARTA by more immediate concerns: whether the bus arrives, whether the train is on time, whether stations and vehicles are clean and whether they feel safe while using the system.

Those everyday experiences may ultimately determine whether Hunt’s “routine excellence” becomes more than a phrase.

Safety and Trust Remain Challenges

Safety remains particularly important.

During coverage of the CEO search, riders repeatedly raised security as one of their concerns for MARTA’s next leader.

That concern exists alongside MARTA statistics showing improvements in overall crime.

The distinction between statistics and perception is important.

An agency can report declining crime while riders still feel unsafe. A new CEO must address both.

Hunt appears to recognize that rebuilding confidence will require more than operational improvements.

In his remarks following his selection, he repeatedly returned to three ideas: transparency, accountability and trust.

He pledged greater collaboration across MARTA’s jurisdictions, with businesses and with community leaders.

He also called for “additional transparency as much as we possibly can in order to build back trust.”

“We started doing that in a major way this year,” Hunt said, “but we still have a long way to go.”

He described accountability as good for MARTA and good for rebuilding regional trust.

That acknowledgment may prove important.

Hunt is not taking over an agency that he describes as having completed its transformation. He is taking permanent responsibility for an agency whose shortcomings he openly acknowledges.

From Lawyer to Transit CEO

Hunt’s route to MARTA’s top job differs from the traditional image of a transit executive who spent an entire career running buses and trains.

He joined MARTA in 2014 and spent more than a decade in its legal department, serving as Chief of Corporate Law and Real Estate, Deputy Chief Counsel and ultimately Chief Legal Counsel.

But his professional background extends beyond law.

Earlier in his career, Hunt served as a Senior Assistant City Attorney for the City of Atlanta, handling aviation matters involving Hartsfield-Jackson Atlanta International Airport. He practiced law at Dentons and BakerHostetler and previously worked as a project engineer with Gilbane Building Company.

He also serves on the national board of the American Public Transportation Association and chairs its Legal Affairs Committee.

Hunt holds a bachelor’s degree from Hampton University and a Juris Doctor from Case Western Reserve University School of Law.

Ide emphasized that Hunt’s years inside MARTA have given him an understanding that extends well beyond the legal department.

“He understands our operations, our finances, our capital program, and the complicated web of government and community interests that we answer to,” Ide said.

“He has been in the ring for all of it.”

A Leadership Transition MARTA Did Not Expect

Hunt’s rise began with an unexpected leadership transition.

Greenwood, originally from Canada, joined MARTA in 2019 and became CEO in 2022. He left the agency in 2025 in what MARTA described as an early retirement connected to immigration and personal matters.

MARTA said at the time that the immigration process had affected Greenwood’s personal and professional progress. Greenwood said he and his wife had decided it was a good opportunity to retire early and spend more time with family and friends.

His departure created the opening that eventually placed Hunt in the interim role.

There is also a historical similarity.

Greenwood served as interim CEO before receiving the permanent job. Hunt has now traveled a similar path.

But MARTA’s Board stressed that Hunt did not simply inherit the permanent position.

He had to compete for it.

The national search ultimately brought MARTA back to the executive already inside the building.

The Patron Experience

Perhaps the clearest indication of where Hunt intends to place his attention came near the end of his Board remarks.

He promised to work with MARTA’s leadership team to improve the agency and, “most importantly,” improve the experience MARTA provides its patrons.

That is where the Board’s decision will eventually be judged.

Not in the executive suite.

Not in a press release.

Not simply by the successful handling of one major international event.

But on buses, trains and station platforms across the region.

Can MARTA improve reliability?

Can it increase ridership?

Can riders feel safer?

Can major projects be delivered successfully?

Can the agency become more transparent and accountable?

And can the system provide the safe, clean and reliable service Hunt says riders deserve every day?

Ide has already made clear that “good” will not be enough.

Hunt appears to agree.

“I truly believe we do have the best transit agency in the nation,” he said, “and we need to live up to that mantra.”

For the past year, Jonathan Hunt had the opportunity to show MARTA’s Board what he could do as an interim leader.

The Board liked what it saw enough to give him the job permanently.

Now comes the harder part.

Delivering what Hunt calls “routine excellence,” not for a few extraordinary weeks, but every day.

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When the Seasons Stop Making Sense: Climate Change Is Rewriting the Rules for Black Farmers

Black farmers across the South confront climate change, shifting growing seasons, drought, flooding and rising costs while fighting to protect land and livelihoods.

By Milton Kirby | Atlanta, GA | August 8, 2026

This reporting was made possible thanks to a grant from Grist.

For generations, farming required knowing the land and learning the seasons.

Farmers knew when the ground was usually ready. They knew when to plant, when rain normally came, when temperatures should begin to fall and how much grass cattle could expect from a pasture.

Weather was never completely predictable. Farming has always required risk.

But Black farmers interviewed across Alabama, Mississippi, Louisiana, Georgia, North Carolina and Virginia describe something different happening now.

The old assumptions are becoming less dependable.

They describe warmer temperatures, shifting planting dates, drought, intense rainfall, flooding, unexpected freezes and changing growing conditions. Some have altered what they plant. Others have changed when they plant. Cattle producers are watching pastures and hay supplies more carefully. Crop farmers are investing in irrigation, drainage, high tunnels and soil conservation.

And sometimes, after making all those adjustments, they still lose the crop.

Taken together, their experiences reveal something larger than a collection of bad weather events.

The U.S. Department of Agriculture’s Southeast Climate Hub describes agriculture in the region as operating under “increasing weather variability.” The Hub identifies drought, heat stress, excessive moisture and changing pest pressures among the risks confronting Southeastern producers.

The U.S. Environmental Protection Agency similarly identifies changing temperature and precipitation patterns, changes in extreme weather and shifts in growing seasons among the evidence of a changing climate.

For the farmers visited, those scientific descriptions have practical meanings.

Climate change is a decision about whether to put seed in the ground.

It is a field planted twice.

It is a pasture without enough grass.

It is hay that has to be purchased.

It is soil washed away by heavy rain.

It is produce that never reaches market.

And for Black farmers, those pressures are landing on top of a much older struggle over land, capital and survival in American agriculture.

The Calendar Is Moving

Bobby Wilson has spent decades working in Georgia agriculture.

Long before Metro Atlanta Urban Farm took root in College Park, Wilson spent years in agricultural extension, learning how to help farmers succeed. Today, he and his wife, Margarett, are reshaping five acres into an urban agricultural campus, producing food, training families, and cultivating a new generation of growers.

The farm grows more than two dozen crops across warm and cool seasons and is Certified Naturally Grown.

Wilson has watched something fundamental change over the course of his agricultural career.

The planting calendar.

Dates farmers once regarded as relatively safe are no longer necessarily the dates they use today. Warmer conditions can tempt a farmer to plant earlier, creating the possibility of getting produce to market ahead of competitors.

But warmth in early spring does not guarantee that winter is finished.

A late cold snap can turn that advantage into a loss.

USDA says growing seasons are changing as temperatures rise. Earlier spring conditions and later first frosts can lengthen growing periods, but earlier plant development can also leave crops vulnerable when damaging cold arrives after growth has begun.

That is the contradiction farmers are learning to manage.

Dennis Dahmer Sr. has confronted it in Mississippi.

An unexpected freeze damaged sugarcane on his farm, forcing him to reconsider when he should plant.

But changing a planting date after one bad season does not eliminate the risk.

Next year may be different.

That uncertainty is becoming part of farming itself.

In New Orleans, Ashley Webb and her husband, Andres Barcelo-Sanchez, have learned a similar lesson.

They operate Barcelo Gardens in the Ninth Ward, where what began as a community garden grew into an urban farm, farmers market and fresh-produce operation serving an area with limited access to fresh food.

Webb teaches gardening according to growing zones and seasons, but New Orleans presents another complication: the city’s heat-island effect can create conditions different from surrounding areas.

The couple also learned quickly that crops they had grown in Los Angeles did not necessarily perform the same way in Louisiana. Corn and carrots struggled. They adjusted, turning toward crops including okra, long beans, cucumbers and hot peppers.

Adaptation began with paying attention.

Crate of vegetable from the Barcelo Gardens – Photo by Milton Kirby

Too Little Water. Then Too Much.

Water may be the clearest example of the contradictions farmers described.

Harry McCoy raises cattle at McCoy Ranch in Pell City, Alabama.

When rainfall declines, pasture suffers.

Cattle still have to eat.

When the pasture no longer supplies enough grass, it must be replaced with purchased feed or hay, turning a weather problem into an economic one.

Anson County, North Carolina, cattle farmer Keith Crawford understands that equation.

Crawford raises Black Angus and Hereford-cross cattle. He has watched the availability and cost of hay become a critical issue for livestock producers.

Crawford cuts hay and watches weather forecasts closely because producing feed requires its own set of weather calculations. Hay needs the right window for cutting, drying and baling. Rain arriving at the wrong time can damage what a farmer has already spent time and money producing.

Crawford described neighboring cattle producers selling animals when hay became difficult or too expensive to obtain.

For a cattle farmer, drought doesn’t just strike once. It can strike two or even three times. It begins with shrinking ponds and water sources, leaving livestock without reliable drinking water. Then it hits again when pastures wither, forcing farmers to buy hay or feed at inflated prices and driving up the cost of keeping cattle alive. By the time the third blow lands, through reduced weight and lower market value, the damage is already deep.

USDA’s Southeast Climate Hub notes that climate conditions can weaken both pasture and feed resources, pushing feed costs higher. Heat stress can also reduce livestock productivity.

Shawn Harris, a cattle farmer in Rockmart, Georgia, has built a sophisticated underground maze of pipes to keep water flowing to his herd when the pond runs low, a climate adaptation strategy born from necessity.

But several hundred miles away, other farmers are confronting the opposite problem.

Too much water.

At Belle’s Barn & Garden in Mississippi, the Rev. D’Andre Miles described periods of dry conditions followed by intense rainfall.

When large amounts of rain fall quickly, the water does not always soak gently into the soil.

It moves.

And when it moves, soil can move with it.

Miles’ approach is to work with the landscape. Vegetation around vulnerable areas can slow water and help hold soil in place rather than leaving the ground exposed.

That philosophy reflects Belle’s broader approach to agriculture: working with natural systems instead of constantly trying to overpower them.

Jesse Buie of Ole Brook Organics in Brookhaven, Mississippi, has also had to think carefully about water.

Buie has more than three decades of farming experience and grows certified organic vegetables, melons, ginger, turmeric, wheatgrass and microgreens.

Heavy rain can saturate growing areas and threaten crops.

His response has included changing how growing areas are configured so water can move more effectively through the farm.

USDA’s research helps explain how both stories can be true at once.

The Southeast can experience substantial rainfall and still suffer drought. Rainfall variability, heat and increased water loss through evaporation and plants can produce dry conditions, while rainfall concentrated into fewer, heavier events can create flooding and runoff.

For farmers, the question is not simply how much rain falls.

It is when it falls, where it falls and how quickly it arrives.

Foot Print Farm vegetables – Photo by Milton Kirby

When One Planting Becomes Two

Few interviews illustrate the economics of climate risk more clearly than Kara Boyd’s.

Boyd Farms operates about 1,500 acres across three farms in Virginia, giving this investigation a view of climate pressures on a substantially larger Black farming operation.

Boyd described having to replant roughly 200 to 300 acres after conditions contributed to poor germination.

Consider what that means economically.

The farmer pays for seed.

The farmer pays for fuel.

The farmer pays for equipment.

The farmer pays for labor.

The crop goes into the ground.

Then enough of it fails to emerge.

The farmer starts again.

But the second planting does not merely repeat the first expense. It also begins later, potentially shortening the crop’s growing window and affecting eventual yield.

Crop insurance can soften the loss.

It does not necessarily erase it.

USDA’s Southeast Climate Hub says changes in the timing and amount of precipitation can contribute to short-term crop failures and longer-term declines in production. Higher temperatures can also reduce yields, while climate variability can expose crops to damaging temperature fluctuations.

Boyd’s experience turns those scientific findings into a balance-sheet problem.

A failed planting has a price.

Metro Atlanta Urban Farm – Photo by Milton Kirby

The Same Storm Does Not Mean the Same Loss

Boyd’s operation also exposes one of the central questions in this investigation.

Climate does not distinguish between a Black farmer and a white farmer.

But farmers do not encounter climate risk with equal resources.

A large operation may have more acreage over which to spread costs, greater access to equipment, stronger cash flow and more ability to absorb a failed field.

For a small farmer, one failed crop can represent a much larger percentage of annual production.

Boyd described that difference vividly, saying an event that feels like a relatively small storm to a large operation can feel like a hurricane and an earthquake to a smaller Black farmer.

That is where a climate story becomes an economic story.

And where an economic story becomes a story about history.

A Crisis Built on an Older Loss

Black farmers did not enter today’s climate challenges on equal footing.

In 1920, USDA recorded more than 925,000 Black farm operators, representing roughly 14 percent of the nation’s farmers.

What followed was one of the most dramatic agricultural declines in American history.

Over subsequent generations, Black farmers lost millions of acres of farmland while the number of Black farmers fell sharply.

A USDA historical review, Black Farmers in America, 1865-2000, documents the racial discrimination and social and institutional barriers that restricted Black farmers’ ability to acquire land, operate independently and retain farms.

Discriminatory lending was part of that history.

So were foreclosures, unequal access to agricultural institutions and land passed between generations without clear title.

The consequences of that history remain part of today’s agricultural landscape. In a 2026 policy resolution, the National Black Caucus of State Legislators noted that Black farmers held more than 16 million acres of farmland in 1910, but just 4.7 million acres by 2017, a loss of more than 70 percent of Black-owned agricultural land.

The resolution identifies discriminatory lending, unequal access to credit and crop insurance, exclusion from grant opportunities and inequities in agricultural subsidies and assistance as continuing barriers facing Black farmers. NBCSL called on Congress, state legislatures and USDA to expand access to grants and loans, strengthen civil rights enforcement, provide legal assistance to protect inherited farmland and invest in food infrastructure and markets that can help Black producers remain economically viable.

Heirs’ property remains part of the discussion today.

When land passes to multiple descendants without a will or clear title, ownership can become fragmented. That can make property vulnerable and complicate efforts to borrow against the land or participate in programs requiring proof of control.

But Boyd cautions against making heirs’ property the entire story.

From her perspective, access to capital, participation in federal crop insurance and the ability to navigate agricultural programs can be equally important, if not more important, to the survival of Black farms.

Her argument adds an important complication.

The problem is not simply whether Black families own land.

It is whether they possess the financial tools needed to keep farming it.

Foot Print Farms – Photo by Milton Kirby

Who Can Afford to Adapt?

Dennis Dahmer knows irrigation could help protect crops during dry periods.

But knowing what would help and being able to justify the investment are different things.

For a farmer working a relatively small number of acres, a major irrigation system may never generate enough additional farm income to recover its cost.

For a producer farming hundreds or thousands of acres, the same investment can produce an entirely different calculation.

That exposes one of the most important climate-justice questions raised by this reporting.

Adaptation costs money.

Irrigation costs money.

Wells cost money.

High tunnels cost money.

Drainage costs money.

Replacing seed costs money.

Buying hay costs money.

Even participation in crop insurance requires farmers to understand the system, maintain records, meet reporting requirements and pay premiums.

Boyd said those requirements can become barriers for smaller producers unfamiliar with federal crop insurance or reluctant to enter a system they may not trust.

That distrust did not emerge from nowhere.

It exists against the historical record of discrimination Black farmers experienced within American agricultural institutions.

Learning to Work the System

Dr. Cindy Ayers-Elliott has taken a different approach.

At Foot Print Farms in Jackson, Mississippi, Ayers-Elliott operates a 68-acre farm producing specialty crops, vegetables and livestock while using agriculture as a tool for community and economic development.

Her farm trains young people and adults.

It also works with USDA and the Natural Resources Conservation Service.

Ayers-Elliott believes farmers must learn how the system works.

That means obtaining a USDA farm number, understanding conservation programs, keeping records and identifying resources that can help pay for infrastructure or improve production.

Her farm uses adaptation and conservation tools that include irrigation and protected growing.  But her larger contribution may be education.

A federal program is of little value to a farmer who does not know it exists, does not understand the paperwork or cannot determine whether the farm qualifies.

That gap between the existence of assistance and the ability to access it remains one of the central policy questions raised by this investigation.

One proposal before Congress attempts to address some of those structural barriers.

The Black Farmers and Socially Disadvantaged Farmers Increased Market Share Act, introduced in the U.S. House by the late Georgia Rep. David Scott and other lawmakers, would create a USDA grant program supporting food hubs designed to increase market access for socially disadvantaged farmers and ranchers. The legislation would authorize $100 million for the program in fiscal year 2026, with grants available for infrastructure, processing, storage, transportation, equipment and marketing. Recipients would not be required to provide federal matching funds.

The bill would also direct USDA to prioritize purchases from socially disadvantaged producers for domestic food assistance programs and strengthen accountability for discrimination and other civil rights violations within the department.

The legislation does not solve the climate problem confronting farmers. But it speaks directly to another question raised repeatedly during this reporting: whether farmers already absorbing greater weather risk will have the capital, markets, infrastructure and institutional support necessary to adapt.

Rev. D’Andre Miles – Bells Barn & Garden – Photo by Milton Kirby

Building Resilience From the Ground Up

The farmers interviewed are not waiting passively for someone to rescue them.

They are experimenting.

They are adapting.

And in many cases, the techniques they are using mirror practices recommended by USDA.

At Metro Atlanta Urban Farm, Wilson emphasizes the soil itself.

Cover crops, compost and organic matter help restore nutrients and improve the ground rather than simply extracting from it season after season.

At Belle’s Barn & Garden, Miles emphasizes natural systems and protecting the landscape.

At Ole Brook Organics, Buie adapts drainage and production methods to conditions on his particular farm.

At Foot Print Farms, Ayers-Elliott combines infrastructure, conservation and education.

Ricky Davis, founder of Sowing Seeds Farms in Bessemer, Alabama, incorporates water conservation, controlled growing systems and agricultural education into the operation.

The operation was established not simply to grow food but to create a community gathering place for farmers and entrepreneurs, promote economic development and teach healthier and more sustainable ways of living.

USDA identifies many of the same approaches, including cover crops, conservation tillage, efficient irrigation, improved soil-water retention, erosion control and water-management infrastructure.

The important lesson is that adaptation is not one machine, one crop or one federal program.

It is local.

What works on one farm may not work five miles away.

Boyd sees that even across her own acreage. Rain can fall on one section of a farm while missing another.

A county line cannot tell a farmer whether enough rain fell on a particular field.

The land itself decides.

When Farming Is the Paycheck

At Fountain Heights Farms in the Birmingham area, climate risk carries another dimension.

Farming is not supplemental income.

It is the livelihood.

That distinction matters.

Many small farmers maintain outside employment because the farm alone cannot consistently support the household. Fountain Heights does not have that secondary income cushion.

A lost crop is therefore not merely a disappointing harvest.

It is lost household income.

The operation also exists within a larger community food system, making affordability and access part of the farm’s mission.

That means climate pressure can travel beyond the property line.

When a community farm produces less food, the people depending on that farm can feel the loss too.

Climate Change Does Not Stop at the Farm Gate

Barcelo Gardens demonstrates that connection particularly clearly.

Webb and Barcelo-Sanchez began growing food after realizing their Ninth Ward neighborhood lacked convenient access to fresh produce.

Their garden eventually grew into a market that also obtains food from other producers.

Among them is Jubilee Justice, a Black-led agricultural organization based near Alexandria, Louisiana, that works on sustainable farming practices.

Ricky Davis – Sowing Seeds Farm – Photo by Milton Kirby

That creates a chain.

A farmer loses a crop.

A market has less produce.

A neighborhood already lacking grocery options has fewer sources of fresh food.

The climate event may happen in a field miles away.

Its consequences arrive in the city.

The same principle applies elsewhere in this investigation.

Metro Atlanta Urban Farm teaches families how to produce food.

Foot Print Farms trains future farmers and entrepreneurs.

Sowing Seeds combines food production with community education.

Fountain Heights works to keep food available and affordable.

These operations are more than businesses occupying acreage.

They are pieces of community infrastructure.

Protecting the farm can therefore mean protecting more than the farmer.

Science Catches Up With What Farmers See

The experiences documented across these farms are consistent with risks identified by the USDA Southeast Climate Hub.

When I described the farmers’ observations to Dr. Mac Callaham Jr., director of the Hub, including warmer conditions, changing growing seasons, flooding and precipitation problems, his initial response was direct.

“Yeah, absolutely.”

Callaham pointed specifically to shifting growing seasons, variability in precipitation and increasing temperatures among the issues agricultural producers are confronting.

His program’s public materials go further.

The Southeast Climate Hub says farmers and land managers are dealing with drought, heat stress, excessive moisture, changing pest pressures and increasing weather variability.

Its crop research warns that changes in temperature and the timing and amount of precipitation can affect yields and contribute to crop failure.

Its livestock research identifies heat stress and changes in pasture and feed resources as risks to producers.

Its growing-season research describes earlier spring conditions, later frosts and the possibility that earlier plant development can leave crops exposed to damaging cold.

The science does not mean every failed crop, flooded field or expensive roll of hay can individually be blamed on climate change.

Weather still varies naturally.

But taken across regions and over time, the conditions farmers described fit a larger pattern agricultural scientists are already studying.

Callaham also acknowledged that the language surrounding the federal government’s work has changed.

He said his program previously focused more explicitly on climate literacy and climate education, but priorities shift between presidential administrations.

The current emphasis, he said, remains on helping farmers, forest landowners and grazing-land managers improve productivity and resilience to risk.

The terminology may change.

The farmer still has to plant.

Mother Nature Has the Final Say

Kara Boyd summed up the limits of adaptation in a few words.

“We’re trying to adapt to Mother Nature,” she said. “But she has the final say.”

That may be the central truth running through every farm visited.

Farmers can move planting dates.

They can build high tunnels.

They can improve drainage.

They can install irrigation.

They can rebuild soil.

They can capture rainwater.

They can buy crop insurance.

They can change crops.

They can study forecasts.

They can learn government programs.

But none of those decisions gives them control over the weather.

For Black farmers, the question is not whether they know how to adapt.

They have been adapting for generations.

The harder question is how many additional costs, failed plantings, droughts, floods, freezes and changing seasons a farmer can absorb before adaptation is no longer enough.

Across the South, the farmers interviewed are still planting.

Still raising cattle.

Still rebuilding soil.

Still feeding communities.

Still teaching the next generation.

But they are doing so while some of the seasonal assumptions inherited from previous generations become less dependable.

Climate change is altering the conditions under which they farm.

History has shaped the resources they have available to respond.

The future of Black farming may depend on whether the institutions surrounding these farmers can adapt as quickly as the farmers themselves already have.

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Unapologetically Influential

Atlanta’s most influential Black women in television, radio, print, and digital media reflected on leadership, legacy, and mentorship during the “Unapologetally Influential” panel discussion.

The Women Who Built Atlanta’s Black Media Legacy

By Milton Kirby | Atlanta, GA | July 7, 2026

Atlanta’s rise as the nation’s capital of Black culture did not happen by chance. While the city’s influence is often measured through politics, business, music, film, and professional sports, another force quietly helped shape its identity for generations: Black women in media.

Long before podcasts, livestreams, and social media influencers, pioneering women walked into television stations, radio studios, and newspaper offices where few people looked like them and even fewer expected them to succeed. They earned the public’s trust one broadcast, one headline, and one interview at a time. In doing so, they helped transform not only Atlanta’s media landscape but also the way an entire city saw itself.

That extraordinary legacy came into focus during the Atlanta Cultural Exchange’s “Unapologetically Influential” panel discussion, a gathering that celebrated the women whose careers helped define Atlanta’s media culture while inspiring those who will carry it into the future.

The panel brought together legendary broadcaster Monica Kaufman Pearson, veteran radio personality Joyce Littel, multimedia journalist Rashan Ali, Atlanta Voice Publisher Janis L. Ware, media strategist and journalist Dawn Montgomery, and award-winning broadcaster Liz Smith, who served as moderator.

Although each woman followed a different professional path, together they represented more than two centuries of journalism, broadcasting, publishing, entrepreneurship, and community leadership.

The conversation quickly became about something much larger than careers.

It became a conversation about legacy.

Building Atlanta’s Media Legacy

Throughout the afternoon, panelists reflected on how dramatically Atlanta has changed during their careers.

Today’s Atlanta is home to nationally recognized news organizations, influential Black-owned media companies, syndicated radio personalities, digital content creators, filmmakers, and cultural commentators whose work reaches audiences across the country.

But those opportunities were built by pioneers who entered an industry where few opportunities existed for women, particularly Black women.

Rather than focusing on personal accomplishments, the discussion repeatedly returned to a common theme: every generation has a responsibility to leave the profession stronger than it found it.

Atlanta’s Media Trailblazers

Monica Kaufman Pearson – Broke barriers in 1975 as the first woman and first African American to anchor the evening news at WSB-TV, becoming one of Georgia’s most trusted journalists over a 37-year career.

Jocelyn Dorsey – One of Atlanta television’s pioneering Black journalists whose work helped open newsroom doors for future generations while setting a standard for public affairs reporting and community engagement.

Joyce Littel – A respected Atlanta radio personality whose decades behind the microphone have informed, entertained, and mentored aspiring broadcasters.

Janis L. Ware – Publisher of The Atlanta Voice, preserving one of the nation’s historic Black-owned newspapers while leading its transformation into the digital age and championing community development throughout Atlanta.

Rashan Ali – A multimedia journalist whose career spans sports broadcasting, television, radio, acting, and digital media, reflecting the versatility of today’s media professionals.

Dawn Montgomery – A journalist, strategist, and cultural commentator whose work demonstrates the expanding role of storytelling across journalism, marketing, podcasting, and social commentary.

Liz Smith – An award-winning multimedia journalist and executive producer representing Atlanta’s next generation of influential media leadership across radio, television, streaming, and live events.

Jovita Moore – Remembered as one of Atlanta’s most beloved television anchors, whose professionalism, compassion, and community commitment inspired viewers and young journalists alike.

Remembering Those Who Opened the Door

One of the afternoon’s most meaningful moments came when Monica Kaufman Pearson reminded the audience that history is never created by one person alone.

She acknowledged veteran journalist Jocelyn Dorsey as the first Black news anchor in the Atlanta television market, recognizing one of the women whose groundbreaking work helped expand opportunities for those who followed.

It was a fitting reminder that Atlanta’s media story has always been one of shared progress rather than individual achievement.

The recognition also underscored an important truth often overlooked in conversations about success: every trailblazer once followed another pioneer.

“When I Started, I Didn’t See Black Anchors”

Following the panel discussion, The Truth Seekers Journal spoke with Pearson about the remarkable gathering of women whose careers collectively span nearly every chapter of modern Black media in Atlanta.

Reflecting on the beginning of her own career, Pearson recalled entering an industry where representation was almost nonexistent.

“When I started, I didn’t see Black anchors,” she said.

Rather than accepting those limitations, she chose to become the example she never had.

In 1975, Pearson made history when she became the first woman and the first African American to anchor the evening news at WSB-TV, beginning a remarkable 37-year career that would earn the trust of viewers throughout Georgia.

Her success demonstrated that excellence has the power to change institutions.

Knowing When to Go

Pearson also shared one of the most profound lessons she learned during her decades behind the anchor desk.

“Know when to go.”

The audience grew quiet.

Her advice was not about retirement.

It was about leadership.

Pearson explained that truly effective leaders understand that their responsibility extends beyond personal success. They must also create opportunities for those who follow.

By recognizing when it was time to leave the anchor desk, Pearson helped create space for another respected journalist to become a familiar face in Atlanta homes.

That opportunity allowed viewers to embrace the late Emmy Award-winning anchor Jovita Moore, whose warmth, professionalism, and deep commitment to community made her one of Atlanta’s most beloved broadcasters before her passing in 2021.

Pearson’s lesson extended far beyond journalism.

Leadership is measured not only by the barriers we break, but by the doors we leave open for others.

Every Platform, One Purpose

Although their careers developed in different decades and across different media, each panelist illustrated how journalism continues evolving while remaining grounded in the same core values.

Joyce Littel built one of Atlanta’s most respected careers in radio, using her voice to entertain audiences while encouraging and mentoring young broadcasters.

Janis L. Ware demonstrated that community journalism remains one of democracy’s most important institutions. Under her leadership, The Atlanta Voice has successfully evolved from a traditional newspaper into a modern multimedia news organization while remaining deeply rooted in serving Atlanta’s Black community. Her work in affordable housing, economic development, healthcare, and civic leadership reflects the belief that publishers should help strengthen the communities they cover.

Rashan Ali showed how modern journalists successfully move between television, sports broadcasting, acting, podcasting, and digital media without sacrificing credibility. Her career reflects the versatility demanded of today’s media professionals.

Dawn Montgomery offered another example of journalism’s evolution. Her career has crossed modeling, sports journalism, marketing, strategic communications, podcasting, and cultural commentary. Throughout those transitions, she has remained committed to authentic storytelling and using media as a vehicle for meaningful conversation.

Moderating the discussion was Liz Smith, whose own career represents the next chapter of Atlanta media. As an executive producer, radio personality, television host, and multimedia journalist, Smith embodies an industry where storytellers increasingly move seamlessly across radio, television, streaming platforms, podcasts, and live events.

Together, the women demonstrated that while technology changes, the mission of journalism remains remarkably consistent.

Serve the audience.

Tell the truth.

Earn trust.

More Than Media Personalities

One of the strongest themes to emerge from the discussion was that influence is not measured solely by ratings, readership, or followers.

Each woman described careers deeply connected to community service, mentorship, nonprofit leadership, civic engagement, and advocacy.

Their influence extends well beyond the newsroom.

Collectively, they have served on nonprofit boards, supported educational initiatives, championed healthcare awareness, mentored aspiring journalists, promoted economic development, strengthened neighborhoods, and used their platforms to elevate voices often overlooked by mainstream media.

For these women, journalism has never been simply a profession.

It has been public service.

The Legacy Reached Beyond the Stage

The conversation resonated just as strongly among those seated in the audience.

As attendees gathered following the discussion, many reflected on lessons that reached beyond media careers.

Taylor Dunn summed up the afternoon simply.

“It was an amazing panel, and I really enjoyed it.”

For Atlanta licensed esthetician Tasha, one lesson stood above all the others.

“Know when it’s time to go. Know when it’s your time to leave.”

Moments earlier, Pearson had offered nearly identical advice while describing her own career.

For Tasha, the message applied as much to business and life as it did to broadcasting.

Great leaders do not simply achieve success.

They prepare others to succeed after them.

A Legacy Still Being Written

Looking across the stage, it became clear that this was far more than another panel discussion.

These were not simply accomplished broadcasters, publishers, radio personalities, journalists, and media strategists.

They were women who helped shape how Atlanta tells its own story.

Individually, each forged a unique path through television, newspapers, radio, and digital media.

Collectively, they built something much larger than themselves.

They helped establish Atlanta as one of America’s most influential centers of Black journalism and media excellence.

The applause that filled the room at the close of “Unapologetically Influential” was not merely recognition of distinguished careers.

It was gratitude for doors opened.

Barriers broken.

Communities served.

And generations inspired.

As Atlanta’s media landscape continues to evolve, the technology will change. New platforms will emerge. Different voices will capture public attention.

But the standard established by these pioneering women remains unchanged.

Tell the truth.

Serve the community.

And never forget to leave the door open for the woman coming behind you.

Truth Seekers Journal thrives because of readers like you. Join us in sustaining independent voices.

Kaiser Permanente Expands ‘Building for Impact’ in Atlanta, Connecting Minority Contractors to Growing Healthcare Projects

Kaiser Permanente’s “Building for Impact” initiative is reshaping Georgia’s construction market, signaling major healthcare expansion and new opportunities. Industry leaders stress that strategic preparation, strong relationships, and operational excellence will determine which contractors are ready to compete as demand and investment accelerate across the region. themselves for long term success.

By Milton Kirby | Atlanta, GA | July 6, 2026

Earlier this spring, at The Gathering Spot in Atlanta, Kaiser Permanente convened contractors, developers, business leaders, and community partners to discuss what it will take to compete for more than $70 million in current and projected investments across Georgia. Although the meeting has ended, the message remains timely as healthcare construction and supplier opportunities continue to expand across the state.

As Kaiser Permanente grows its footprint in Georgia, its Building for Impact initiative is preparing businesses for more than the next construction project. It is challenging contractors to think strategically, strengthen their operations and position themselves for long-term success in one of the state’s fastest-growing sectors.

The central question echoed throughout the program was straightforward: Who will be ready when opportunity arrives?

According to speakers, the answer depends less on access and more on preparation.

A Growing Market with Real Stakes

Marc A. Love, Vice President of National Contracting Strategy for Kaiser Permanente, outlined more than $70 million in active and projected investments tied to construction, supplier development and facility expansion throughout the Atlanta region.

With more than 466,000 members in Georgia and continued growth expected, Kaiser Permanente signaled a steady pipeline of work tied to healthcare infrastructure and modernization. The organization is now serving the largest membership base in its Georgia history, driven by continued demand for its integrated model of care.

But speakers emphasized that access to those opportunities is not automatic.

“People buy from people,” consultant Reggie Williams told attendees. “They buy from those who bring value and meet performance expectations.”

Strategy, Not Just Survival

Earnest Ellis – Todd Gray – Jamila Veasley

Keynote speaker Earnest Ellis, president of the National Association of Minority Contractors (NAMC) and CEO of FS360, challenged attendees to rethink how they approach the construction business.

Ellis grounded his message in personal experience -growing up in an entrepreneurial family shaped by resilience and work ethic. His father, who lost his right arm in a farming accident and could not read or write, still outworked everyone around him. That example, Ellis said, removed any excuse to avoid hard challenges.

After careers at IBM, Verizon, and MCI, Ellis founded FS360 in 2008, his sixth entrepreneurial venture. Today, the firm operates in Atlanta, GA and Dallas, TX, generating $35 million in net revenue in 2025 and delivering more than $270 million in completed work.

“Too many small businesses think tactically, just chasing the next contract,” Ellis said. “You have to think strategically. Pick your markets. Build expertise. Develop relationships that last.”

He underscored the urgency with industry realities:

  • 50% of businesses fail within five years
  • 65% fail within ten years
  • Underrepresented firms account for just 21% of construction companies despite representing 42% of the population

Still, Ellis framed the moment as one of opportunity.

“This is a $1.3 trillion industry,” he said. “And right now, it’s short more than 500,000 workers. There is more work than people to do it.”

He also emphasized purpose over pay, sharing that his Yale-educated son turned down a high-paying corporate career in favor of work he found meaningful.

“Excellence is what keeps us in business,” Ellis said.

Healthcare Construction Requires Precision

Elise Webster, Preconstruction Manager, WEBMyers Construction emphasized that healthcare construction carries a higher level of complexity than traditional projects.

“You’re building while people are being treated,” she explained. “That changes everything your schedule, your safety protocols, your coordination.”

Firms that can manage phased construction, infection control standards, and off-hour work schedules are better positioned for long-term opportunities in the healthcare sector.

Relationships Still Drive Opportunity

Despite formal initiatives like Building for Impact, speakers repeatedly stressed that relationships remain the foundation of the industry.

“It takes seven interactions to make an impression,” Ellis said. “One meeting won’t do it.”

Contractors were encouraged to stay engaged, complete Kaiser’s prequalification process, and remain visible even when contracts are not immediately awarded.

Persistence, not proximity, often determines success.

Community Impact Beyond Contracts

Kaiser leaders emphasized that the initiative extends beyond construction projects to broader community outcomes.

Jamila Veasley, Senior Director of Program Management and Strategy Execution, reinforced that vision.

“Who we build with and who we work with matters,” Veasley said. “What we do with Building for Impact supports more than individual projects – it supports economic empowerment, workforce development, and stronger communities.”

One example highlighted a project where a construction team used a local church as its operations base, renovating the space and paying above-market rent, leaving lasting value behind.

“This is what building for impact means,” Todd Gray said. “Not just projects, but community investment.”

Be Ready or Be Left Behind

The closing message was consistent across speakers: opportunity is expanding, but readiness will determine who benefits.

Contractors were urged to:

  • Strengthen internal systems and financial controls
  • Focus on specific market segments
  • Build relationships intentionally
  • Deliver consistent, high-quality work

Kaiser’s long-standing partnership with NAMC—spanning more than 15 years reflects a continued commitment to building capacity among minority contractors through training, networking, and strategic development.

As Georgia’s healthcare sector continues to grow, speakers agreed that success will belong to contractors who invest in relationships, build strong internal systems, and prepare long before opportunities arrive. For minority-owned businesses, the message was clear: the next major project may already be on the horizon, but readiness begins today.

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