Arthur M. Blank Family Foundation will invest $50 million over 10 years to help nearly 10,000 Atlanta HBCU students complete degrees through need-based “gap scholarships.”
The initiative, beginning in 2026, aims to close financial gaps that often prevent students from completing their degrees. The foundation estimates the funding will help nearly 10,000 students earn their diplomas over the next ten years.
Photo by Milton Kirby Morris Brown College
“These grants are a material investment in hope,” said Fay Twersky, president of the foundation. “Our goal is to help more students earn their degrees, launch successful careers, and become alumni who give back — creating a cycle of opportunity that benefits young people and communities across the nation.”
Closing the Financial Gap
Each of the four institutions will distribute the funds independently. Clark Atlanta, Morehouse, and Spelman are expected to receive about $16 million each, while Morris Brown, which currently enrolls about 350 students, will receive a smaller share.
Scholarship awards will range from $500 to $10,000, depending on financial need. The funds will primarily support juniors and seniors in good academic standing who have exhausted all other sources of aid, including federal Pell Grants, state programs, and loans.
A Legacy of Giving
Founded in 1995 by Arthur M. Blank, co-founder of The Home Depot and owner of the Atlanta FalconsandAtlanta United, the foundation has donated more than $1.5 billion to date. Blank, who has signed The Giving Pledge and holds a net worth of more than $11 billion, has long focused his philanthropy on education, health, and community development.
Past contributions to historically Black colleges and universities (HBCUs) include$10 million for the Arthur M. Blank Innovation Lab at Spelman College; $6 million to improve athletic fields at Clark Atlanta, Albany State University, Miles College, and Savannah State University; $3 million to help Morris Brown digitize a hospitality credential; and $400,000 for Morehouse College’s golf program and new football helmets at both Clark Atlanta and Morehouse.
Broad Economic and Social Impact
According to the foundation, Atlanta’s HBCUs collectively contribute more than $1 billion annually to the region’s economy and outperform other institutions in helping students from lower-income families move into higher-income brackets.
“This monumental investment will empower our students to remain focused on their academic studies and ensure that their talent, ambition, hard work, and integrity — not financial hardship — will determine their futures,” said Dr. F. DuBois Bowman, president of Morehouse College.
Rooted in Values
Blank traces his philanthropic philosophy to his mother, Molly Blank, who taught him the Jewish principle of tikkun olam — repairing the world through kindness. “You only pass through life once, so make it count,” she often told him — words that continue to shape the foundation’s mission.
The Arthur M. Blank Family Foundation, headquartered in Atlanta, supports initiatives across Georgia and Montana, as well as programs for veterans, mental health, democracy, youth development, and environmental sustainability. Its leadership reaffirmed in 2023 a commitment to accelerate philanthropy over the next decade to address urgent social challenges.
Through strategic giving and community engagement, the foundation continues to embody its founder’s guiding principle: repair the world, one opportunity at a time.
MARTA closes Five Points’ Peachtree entrance October 13 as part of its $230 million transformation to enhance safety, connectivity, and community space in downtown Atlanta.
By Milton Kirby | Atlanta, GA | October 12, 2025
The Metropolitan Atlanta Rapid Transit Authority (MARTA) will take another major step in its ongoing Five Points Station transformation project this Monday, October 13, as crews close the Peachtree Street entrance and the federal employee tunnel to prepare for demolition of the concrete canopy.
Starting October 13, all passengers will need to use the Forsyth Street entrance, which will serve as the only access point to the city’s central transit hub during this phase of construction.
What Riders Need to Know
The following service changes remain in place:
Alabama Street and Broad Street Plaza entrances remain closed.
Restrooms are closed.
Customer service offices have temporarily relocated and will eventually reopen at Ashby Station.
All bus routes continue boarding on Forsyth Street.
Rail service and transfers remain unchanged.
Elevators will stay open for passenger access and transfers.
While elevators will continue to operate, riders should expect temporary escalator and stair closures in the coming weeks as MARTA crews install scaffolding and overhead protection. Signs will be posted throughout the station to direct customers during the transition.
A $230 Million Rebuild in Motion
MARTA officials describe the closure as a key step toward transforming Five Points into a modernized, vibrant city center with improved transit connectivity, enhanced safety, and expanded community spaces.
The first phase involves removal of the aging concrete canopy, followed by the construction of a new, open-air canopy designed to brighten and expand the station. Later stages will include a centralized bus hub, a new pedestrian connection to Broad Street, and community-oriented features such as public art and urban agriculture spaces.
The total project cost is estimated at $230 million, funded primarily through the More MARTA Atlanta half-penny sales tax, with additional support from a $25 million Federal RAISE Grant, $13.8 million from the state of Georgia, and the MARTA core penny.
MARTA says the upgrades are aimed at strengthening the system’s role in downtown revitalization while improving daily experiences for thousands of riders.
For updates and construction details, visit itsmarta.com.
By Milton Kirby | Birmingham, AL | October 12, 2025
The National Black Farmers Association (NBFA) will convene its 2025 Annual Conference in Birmingham, Alabama, from October 31 to November 1, uniting farmers, policymakers, and civil rights advocates from across the country for two days of education, empowerment, and strategy.
This year’s theme focuses on building capacity and identifying resources for small-scale, limited-resource, and socially disadvantaged farmers, ranchers, and landowners. The conference’s hands-on training sessions and educational workshops are designed to provide practical tools, proven techniques, and access to vital programs that strengthen the economic resilience of Black farmers and rural communities.
Prominent Voices in Attendance
Among the confirmed attendees are civil rights attorney Ben Crump, NBFA President John Wesley Boyd Jr., and Kara Brewer Boyd, the organization’s First Lady and national outreach coordinator.
John Boyd Jr., a fourth-generation farmer, civil rights activist, and founder of the NBFA, lives in Boydton, Virginia, with his wife Kara. He operates a 1,500-acre family farm cultivating soybeans, corn, wheat, and produce, while raising beef cattle, American Guinea Hogs, Nigerian Dwarf goats, and chickens.
A lifelong farmer and advocate, Boyd spent 14 years as a Perdue Farms breeder and many more as a tobacco farmer before forming the NBFA in the early 1990s. His leadership has brought him to the table with national and international agricultural leaders, working to eliminate discrimination in federal farm programs and expand opportunities for underserved farmers. Boyd’s story has been featured in the History Channel docuseries The American Farm, chronicling his fight to sustain his family’s land against the odds.
Conference Highlights
Hosted at the Birmingham–Jefferson Convention Complex, the 2025 event celebrates the 35th anniversary of the NBFA’s founding. Over two days, attendees will participate in sessions focused on climate resilience, federal lending access, rural broadband expansion, hemp and specialty crops, and youth engagement in agriculture.
Workshops will be paired with a Farm Expo, women’s leadership roundtables, and networking receptions designed to connect attendees directly with USDA officials, lenders, and private sponsors.
“The NBFA has been the voice of our community for 35 years,” said Boyd. “This conference is about more than policy—it’s about passing on the tools and land that sustain us.”
Opportunities and Deadlines
The Annual NBFA Conference offers marketing, exhibitor, and sponsorship opportunities for partners who share its mission to build an equitable agricultural future.
For sponsorship, exhibitor, or advertiser information, contact Kara Boyd at nbfa.kara@gmail.com. Reservation deadline: Tuesday, September 30, 2025.
Uncle Nearest’s receiver plans to sell its Cognac, France château amid questions over asset value, investor stakes, and whether creditors aim to recover—or acquire—the brand itself.
By Milton Kirby | Shelbyville, TN | October 11, 2025
A French Estate on the Market
The court-appointed receiver overseeing Uncle Nearest, Inc. says the company’s French estate—known as Domaine Saint Martin—will be sold to satisfy debt, calling the Cognac property “non-income-producing” and estimating that it would require $15 million to $25 million in new investment to launch a viable product line.
Domaine Saint Martin Signature – Beverage Journal
In a 19-page quarterly report filed October 1, Receiver Phillip G. Young Jr. described the château, vineyards, and related intellectual property as “non-core assets” and confirmed he has already received one offer and two additional inquiries for the French holdings. The report also identified real estate in Martha’s Vineyard and Bedford County, Tennessee among other non-income-producing assets now under review for possible liquidation.
Young’s team has begun domesticating the U.S. receivership order in France, a legal step required before any sale or transfer of the Cognac property. Until a French court recognizes that order, control of the local bank accounts and property remains limited.
The Numbers Behind a Billion-Dollar Brand
Public filings confirm that Uncle Nearest raised more than $220 million from roughly 163 individual investors, with founder Fawn Weaver retaining about 40 percent ownership and 80 percent of voting rights.
Pre-receivership valuations placed the company between $900 million and $1.1 billion—figures drawn from investor briefings and industry profiles that underscore why the brand’s fate now carries implications well beyond a simple debt workout.
The receiver’s report portrays a company that remains operational and cooperative, with employees and management assisting in stabilization efforts. Payroll has been restored, distribution channels reopened, and new product releases are expected this quarter.
Still, the report makes clear that cash flow remains tight, and that lender Farm Credit Mid-America has advanced $2.5 million in emergency funding under a forbearance agreement.
Photo by Milton Kirby Uncle Nearest Trio
Receivership and Race: What the Data Show
Receivership is a court-ordered process in which a neutral third party assumes control of a company to preserve its value for creditors. It differs from bankruptcy in that operations often continue and the goal—at least in principle—is rehabilitation or an orderly sale, not liquidation.
While direct, specific statistics detailing the comparative success rates of minority-owned versus white-owned companies emerging from formal receivership are difficult to find in public reports from universities, banking regulators, or the SBA, there is extensive research highlighting disparities in business outcomes, access to capital, and failure rates that contribute to such financial distress.
General Business Outcome Disparities Research indicates that minority-owned businesses generally start smaller, have lower revenues and profits, and have lower survival rates compared to white-owned businesses—conditions that make financial distress or receivership more likely.
• Closure/Survival Rate: A 1992–1996 study found that the average probability of closure was 26.9% for Black-owned firms, compared to 22.6% for white-owned firms. • Revenue Disparity: Over half of Black-owned businesses have annual revenue below $100,000, compared to only 13% of white-owned firms. • Financial Distress: In 2019, 58% of Black-owned and 49% of Hispanic-owned firms were categorized as financially at risk or distressed, compared to 29% of all small businesses. • COVID-19 Impact: During the pandemic, Black-owned businesses closed at more than twice the rate of white-owned firms.
Disparities in Access to Capital
• Loan Approval Rates: Black-owned firms apply for new funding more often but are approved 19 percentage points less frequently than white-owned firms. • Full Financing Received: Among low-credit-risk applicants, 48% of white-owned, 25% of Latino-owned, and only 46% of Black-owned firms received none of the financing they sought. • Credit Risk Perception: Black-owned businesses are 3–5 times more likely to be labeled “high credit risk.” Only 33% of Black-owned businesses had low credit risk, compared to 72% of white-owned firms.
These statistics were compiled from publicly available research by the Federal Reserve, the U.S. Small Business Administration (SBA), and multiple peer-reviewed academic studies. They have been independently reviewed and summarized by The Truth Seekers Journal for inclusion in this publication.
General Outcomes in Receivership and Bankruptcy
Restructuring and receivership processes tend to lead to one of three outcomes: 1. Successful Emergence/Reorganization (Going Concern) 2. Sale as a Going Concern 3. Liquidation
While specific comparative data are limited, the broader research on capital access and survival rates strongly suggests that minority-owned companies face greater barriers to achieving the more favorable outcomes—successful reorganization or sale as a going concern—due to longstanding inequities in lending, collateral valuation, and investment access.
Assets Under Scrutiny
The Receiver’s First Quarterly Report states plainly that Uncle Nearest’s non-income-producing assets “should be liquidated.” That includes Domaine Saint Martin in France—acquired in 2023 as part of the company’s planned Cognac expansion—and property in Martha’s Vineyard reportedly purchased for $2.25 million through UN House MV LLC.
Industry observers note that the Cognac estate’s sale would unwind the company’s most ambitious international venture—an African-American-owned whiskey label expanding into the ancestral home of cognac production.
What the Receiver Did Not Investigate
In his 19-page report, the Receiver concluded that Uncle Nearest “lacks the ability to make that investment at this time,” referring to the $15–$25 million required to bring the Cognac operation to market.
However, the report does not analyze alternative scenarios—such as whether a strategic capital infusion, investor partnership, or lender-backed financing package could preserve the asset and enhance the company’s value over time.
The Receiver did not address whether a coordinated plan between Uncle Nearest’s ownership and its primary lender, Farm Credit Mid-America, could fund the launch of the Cognac line within a 36-month horizon, potentially transforming a dormant holding into a global revenue stream. Nor does the report estimate the annual cost of maintaining the French estate, or compare that expense against the projected value of an operating Cognac division. These omissions raise a key question: is the sale of the French property a necessary financial remedy—or a missed opportunity to strengthen a billion-dollar brand’s international expansion?
Who We’re Asking Next
As part of The Truth Seekers Journal’s continuing coverage of the Uncle Nearest receivership, we first reached out to Receiver Phillip G. Young Jr. at Thompson Burton PLLC for comment and clarification regarding several key findings in his October 1 report.
Our questions—emailed on October 10, 2025—included requests for information about asset valuations, operating benchmarks, professional fees, and any offers for the company as a whole. As of publication, no response or acknowledgment has been received.
In the coming days, we plan to reach out to additional individuals and organizations connected to the receivership and company operations, including Justin T. Campbell, Counsel for the Receiver, Thompson Burton PLLC; Newpoint Advisors Corporation, financial advisors to the Receiver; Thoroughbred Spirits Group, LLC, operational consultants; Farm Credit Mid-America, PCA, the senior secured lender; Fawn and Keith Weaver, company founders and principal stakeholders; and Tennessee Distilling Group (TDG), Uncle Nearest’s contract distiller and warehousing partner.
These inquiries will focus on valuation methodology, asset strategy, and possible restructuring options—particularly whether viable paths exist for the company to emerge stronger from receivership without selling the French Cognac estate.
If responses are received, The Truth Seekers Journal will publish a dedicated follow-up feature and reader update, continuing our commitment to factual, transparent coverage of this developing case.
More than 1,400 business and civic leaders will gather Thursday, October 16, 2025, to honor Tommy Holder—Chairman and former CEO of Holder Construction—at the Council for Quality Growth’s 36th Annual Four Pillar Tribute. The black-tie-optional gala begins at 6 p.m. with a cocktail reception, followed by dinner and a formal program in the Georgia Ballroom of the Georgia World Congress Center.
The tribute, presented by the Arthur M. Blank Family Foundation, Delta Air Lines, Georgia Power, and Norfolk Southern, recognizes Holder’s lifetime of leadership and civic engagement that has shaped Atlanta’s skyline and business community.
Program Highlights
Governor Brian P. Kemp will share remarks via video, with Atlanta Mayor Andre Dickens delivering the evening’s welcome. The invocation will be offered by the Very Reverend Sam Candler of the Cathedral of St. Philip. Doug Hertz, Chairman and CEO of United Distributors and a 2020 Four Pillar honoree, will serve as master of ceremonies.
Tribute speakers will highlight the event’s guiding values—Quality, Responsibility, Vision, and Integrity—through reflections from:
Beth Lowry, President & CEO, Holder Construction
Donna Hyland, CEO, Children’s Healthcare of Atlanta
Dr. Ángel Cabrera, President, Georgia Institute of Technology
The Very Reverend Sam Candler, Dean, Cathedral of St. Philip
Musical performances will feature a 60-piece Georgia Tech Yellow Jacket Marching Band ensemble and Atlanta-native Slater Nalley, a 2025 American Idol finalist. Other featured speakers include Clyde Higgs, President and CEO of Atlanta BeltLine Inc. and current Council Chairman, and Michael E. Paris, President and CEO of the Council for Quality Growth.
Continuing a 36-Year Tradition
The Four Pillar Tribute has become one of Atlanta’s most prestigious honors, celebrating leaders who embody the Council’s mission of balanced and responsible growth. Each year’s honoree is recognized for upholding the Four Pillars of Leadership—Quality, Responsibility, Vision, and Integrity—principles that mirror Holder’s career and community impact.
Founded in 1985, the tribute event provides a platform for the region to celebrate the individuals whose work advances economic development and quality of life across Georgia.
Press RSVP: Anna Frances Gardner | ag@councilforqualitygrowth.org | 770-813-3388
About the Council for Quality Growth
For four decades, the Council for Quality Growth has championed policies that support responsible development, infrastructure investment, and economic vitality throughout metro Atlanta and Georgia. Its members include leaders from construction, engineering, real estate, and public service who work together to promote balanced growth for future generations. Learn more at www.councilforqualitygrowth.org.
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Mayor Andre Dickens appoints Amanda Rhein as Chief Housing Officer and Chatiqua Ellison as Deputy, strengthening Atlanta’s affordable housing and homelessness response.
By Milton Kirby | Atlanta, GA | October 9, 2025
Mayor Andre Dickens has announced a new housing leadership team that is committed to shaping the City’s next chapter in affordable housing, homelessness response, and community development, instilling hope for a better future.
At the top of that team is Amanda Rhein, appointed Chief Housing Officer, effective January 2026. Rhein currently serves as Executive Director of the Atlanta Land Trust, where she has built one of the nation’s most successful community land trust models. Under her leadership, the organization has placed more than 100 homes into trust and has 100 more under development.
Amanda Rhein – Courtesy City of Atlanta
Rhein brings over two decades of experience in equitable development, affordable housing, and community revitalization. She previously led transit-oriented development (TOD) at MARTA, where she redeveloped more than 35 acres of underused surface parking at eight rail stations. Before that, she spent nearly a decade at Invest Atlanta, managing more than 30 projects that generated $3.5 billion in investment for underserved neighborhoods.
A native of Cincinnati, Ohio, Rhein earned a Bachelor’s degree in Sociology from Boston College and a Master of City and Regional Planning from the Georgia Institute of Technology.
“Amanda is a nationally respected leader whose experience, innovation, and track record of execution will serve the city well,” said Mayor Dickens. “With her leadership, we will continue to set national standards for how cities can tackle housing affordability with innovation and compassion.”
Strengthening the City’s Homelessness Response
Joining Rhein is Chatiqua Ellison, appointed Deputy Chief Housing Officer and Senior Advisor to the Mayor on Homelessness. An Atlanta native, Ellison has led several of the City’s most transformative housing efforts — including the Forest Cove Relocation, which successfully moved 193 families into safe, stable homes.
Chatiqua Ellison – Courtesy City of Atlanta
She also oversees the Rapid Housing Initiative, which has already created more than 300 of a targeted 500 quick-delivery homes for unhoused residents, including The Melody, Atlanta’s first container home community.
Ellison earned a Bachelor’s degree in Political Science from Spelman College and a Master of Public Policy in Urban Planning and Policy from Georgia State University’s Andrew Young School of Policy Studies.
Her leadership extends to chairing the City’s Homelessness Taskforce, where she helped establish coordinated encampment closure policies, and to partnering with Invest Atlanta to launch the Grocery Initiative, which expands access to fresh food in underserved neighborhoods and supports projects like The Azalea Market.
A Comprehensive Housing Leadership Team
The new housing leadership team will report directly to Chief of Staff Courtney English, aligning the City’s affordable housing, homelessness, and revitalization goals.
Other key appointments include:
William Tucker, Director of the Housing Innovation Lab, leading creative housing affordability strategies.
Katie Molla, Director of Special Projects, overseeing food access programs and Tax Allocation District implementation.
Colin Delargy, Assistant Director, focusing on housing finance, planning, and policy.
Carolyn Kovar, Assistant Director of Housing Delivery, coordinating affordable housing projects on public land.
Matt Delicata, Senior Real Estate Advisor, specializing in large-scale real estate development.
Chanel Ziesel, continuing as Director of Housing Policy, leading anti-blight and downtown revitalization initiatives.
“This team represents the best housing leadership in the country,” said Dickens. “Together, we’re not just building housing — we’re building pathways to stability, dignity, and opportunity for all.”
By Stacy M Brown | BlackpressUSA Newsiwre | October 9, 2025
Across America, families are being broken not by illness alone, but by the quiet cruelty of denial letters from insurance companies. Patients in crisis are told their care is not medically necessary. Others learn too late that their coverage has been canceled. The denials come swiftly, the appeals take months, and the system often feels rigged against the very people it was built to protect.
A ProPublica investigation revealed just how devastating those denials can be. In North Carolina, Teressa Sutton-Schulman and her husband, identified as “L” to protect his privacy, endured escalating mental health crises. After two suicide attempts in 11 days, Highmark Blue Cross Blue Shield repeatedly denied payment for psychiatric treatment. Hidden on page seven of a denial letter was a single line about a right to an external review. Desperate, Sutton-Schulman filed for that review. An independent physician overturned the insurer’s decision and forced the company to pay for more than $70,000 in care, ProPublica reported. “Appeal, appeal, appeal, appeal,” said Kaye Pestaina, a vice president at the nonprofit health policy group KFF, who has studied external appeals. “That’s all you have,” she told ProPublica.
The right to an external appeal was expanded by the Affordable Care Act in 2010, but the protections are uneven. Karen Pollitz, who helped draft the federal regulations under the Obama administration, told ProPublica that insurance lobbyists weakened the process. She said only a fraction of denials are eligible for external review and, in most cases, insurers still choose the reviewers who decide the fate of patients’ appeals. “There are all kinds of ways they could strengthen the laws and the regulations to hold health plans more accountable,” she said. Even when laws exist, few Americans know where to turn. That is why state-based consumer assistance programs, established under the Affordable Care Act, have become a vital safety net — though many states never created them, and others have defunded theirs. About 30 states still operate programs that guide patients through internal and external appeals, while the rest leave families largely alone.
“Every state needs one of these programs,” said Cheryl Fish-Parcham, director of private coverage at Families USA. “Health care is so complicated, and people really need experts to turn to,” she told ProPublica. Those experts are often housed in attorney general offices, state insurance departments, or nonprofit agencies. Maryland’s Health Education and Advocacy Unit, for example, has been a lifeline for residents struggling with denied care. “The numbers are low because some people just give up. They’re frustrated. They’re tired. They’re battling cancer,” said Kimberly Cammarata, the unit’s director. “And sometimes the information about why the claim was denied or about how to appeal is terribly unclear. A lot of these outcome letters will say you have a right to an external appeal, but they don’t exactly tell you where to go,” she told ProPublica.
In New York, the Community Service Society operates a similar program, where advocates draft detailed appeals on behalf of patients. “We can help people write their appeals,” said Elisabeth Benjamin, vice president of health initiatives at the Community Service Society. “We write appeals for them, sometimes going through thousands of pages of medical records and writing 15- to 20-page appeals,” she told ProPublica. Across the nation, CMS documents show an uneven patchwork of help. In California, consumers can call the Department of Insurance Ombudsman at 1-800-927-4357 for help with denied claims. In Georgia, the Office of Insurance and Fire Safety Commissioner fields appeals and complaints from residents at 1-800-656-2298. In Illinois, the Department of Insurance maintains a consumer hotline at 1-866-445-5364. New York’s Department of Financial Services handles cases through its consumer division, while Pennsylvania residents can reach the state Insurance Department at 1-877-881-6388. Maryland, Virginia, and the District of Columbia all continue to run active programs through their respective attorney general or ombudsman offices.
Still, millions of Americans remain in states without fully funded consumer assistance programs. For those individuals, even knowing that an external appeal exists is a struggle. ProPublica found that the process is buried under jargon, hidden in small print, or placed deep within denial letters that few patients have the time or emotional strength to decode. Experts say one step can make a difference: persistence. “Appeal, appeal, appeal” has become a mantra not only for patients but for advocates who have watched insurers exploit confusion and fatigue to wear people down.
For urgent cases, the law allows expedited reviews that must be resolved within 72 hours. If the independent reviewer overturns the denial, the insurer is required by law to pay. When that happens, the victory is binding. But the system was never designed for easy victories. Most patients never reach that point. Many die waiting. And yet, despite the exhaustion and the heartbreak, people keep fighting. From North Carolina to California, from New York to Georgia, they continue to challenge billion-dollar corporations that have learned to profit from denial. What unites them is not just the pursuit of care, but a demand for fairness — a demand that too often goes unanswered. “Every state needs one of these programs,” Fish-Parcham said again. “Health care is so complicated, and people really need experts to turn to.”
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Mayor Andre Dickens appoints Courtney English as permanent Chief of Staff, names Greg Clay and Gabrielle Slade deputies, and launches a national search for Chief Policy Officer.
By Milton Kirby | Atlanta, GA | October 9, 2025
Mayor Andre Dickens has appointed Courtney English as the permanent Chief of Staff for the City of Atlanta, solidifying leadership within his administration as it advances major housing, infrastructure, and equity priorities. English, who had served in the role on an interim basis, will now officially oversee operations of the Mayor’s Executive Office, intergovernmental coordination, and the strategic rollout of citywide initiatives.
English has been a key architect of several high-impact programs under Mayor Dickens. He led the $5 billion Neighborhood Reinvestment Initiative, a sweeping plan to strengthen housing, infrastructure, and community development across Atlanta. He also helped secure the $60 million Homeless Opportunity Bond—Atlanta’s largest-ever investment in homelessness solutions—and spearheaded the Affordable Housing Strike Force, credited with delivering nearly 12,000 affordable units in less than four years.
Under his direction, the city launched Azalea Market, Atlanta’s first municipal grocery store, expanding access to healthy food and stimulating neighborhood revitalization. English also helped shape rapid housing projects such as The Melody and Ralph David’s House, providing critical shelter and stability for unhoused residents. His leadership on the Year of the Youth initiative expanded programs that have already reached more than 30,000 young Atlantans.
“Courtney English has consistently demonstrated exceptional leadership and a steadfast commitment to the residents of Atlanta,” said Mayor Dickens. “His strategic vision and dedication to public service will continue to guide this administration as we advance our mission of building a City of Opportunity for All.”
Alongside English’s appointment, Dickens named Greg Clay and Gabrielle Slade as Deputy Chiefs of Staff.
Clay, an Atlanta native and former Executive Director of Constituent Services, brings decades of experience as a nonprofit executive, community advocate, and public administrator. His past leadership includes service in five Georgia municipalities, including East Point and College Park. A graduate of Florida A&M University and the University of Kansas, Clay has earned recognition including the Atlanta Business Chronicle’s 40 Under Forty Award and President Obama’s Drum Major for Service Award.
Slade, a 19-year veteran of Atlanta city government and Spelman College graduate, most recently served as Deputy Chief Equity Officer in the Mayor’s Office of Equity, Diversity, and Inclusion. Her tenure includes five years in legislative affairs, 20 successful city annexations, and leadership in the Department of Parks and Recreation, which achieved national accreditation under her guidance.
“With the addition of Greg and Gabrielle to our leadership team, Atlanta is well-positioned to advance our mission of building a city that works for everyone,” said English. “Their expertise and commitment will ensure residents and neighborhoods remain at the heart of everything we do.”
A national search is now underway to fill the Chief Policy Officer position previously held by English. The new role will report directly to the Chief of Staff and help coordinate the administration’s policy and strategic initiatives across departments.
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MARTA’s $230 million transformation of Five Points Station enters a major new phase next week. Beginning Monday, October 13, the Peachtree Street entrance and the federal employee tunnel will close to the public as crews begin the safe demolition and removal of the aging concrete canopy.
The Forsyth Street entrance will be the only way in and out of the station during this period. MARTA says the closure is essential to keep workers and passengers safe while the structure above the station is dismantled.
What Stays the Same
Rail service, transfers, and elevators will remain open. All buses will continue boarding on Forsyth Street. However, customers should plan for temporary escalator and stair closures in the coming weeks as scaffolding and overhead protection are installed. Clear signage will be in place to guide riders through the changes.
Ongoing Impacts
Other service adjustments will remain in effect:
The Alabama Street and Broad Street Plaza entrances are still closed.
Restrooms remain closed.
Customer service offices have been temporarily relocated and will move permanently to Ashby Station at a later date.
A Reimagined Downtown Hub
Once complete, the reimagined Five Points Station will serve as a modernized urban centerpiece — designed to improve safety, connectivity, and the rider experience. Plans include a new open-air canopy, redesigned bus hub, a pedestrian link to Broad Street, and new community spaces featuring public art and even urban agriculture.
The project is being funded primarily through the More MARTA Atlanta half-penny sales tax, with contributions of $13.8 million from the State of Georgia, a $25 million Federal RAISE Grant, and additional support from MARTA’s core penny fund.
For more details and project updates, visit itsmarta.com.
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Court filings show payroll now stabilized under Genesis Global as Receiver Phillip G. Young Jr. manages costs, consultants, and $2.5 million in immediate receivership expenses at Uncle Nearest.
By Milton Kirby | Shelbyville, TN | October 5, 2025
Uncle Nearest can be reorganized as a going concern and does not need a fire-sale liquidation, according to the first quarterly report from court-appointed receiver Phillip G. Young Jr.
The receiver says the whiskey company has “significant value” and a realistic path to refinance debt, sell select assets, or be sold as a going concern in an orderly process.
Why This Matters
The report is the first public, court-filed snapshot since the receivership began on August 22. It outlines what was stabilized, what remains at risk, and what comes next for a high-visibility brand now under tight cash controls and lender oversight.
The receiver laid out a short timeline. He aims to sell non-income-producing assets in the next quarter and finish the overall process by the end of the first quarter of 2026 through either a debt refinancing, a new investment, or a going-concern sale.
Key asset moves include:
Cognac Project Assets (France): A château, vineyards, and intellectual property related to a planned cognac line. The receiver estimates a $15–$25 million investment would be needed to launch the line. The estate lacks that capacity now, so he intends to sell these assets. One offer is in hand, with additional interest reported.
Other Properties: Non-income real estate in Martha’s Vineyard, Massachusetts, and several parcels in Bedford County, Tennessee, are under review for potential sale to reduce debt.
Payroll and the Role of Genesis Global
One of Young’s first priorities was payroll. When he arrived, the company’s employee pay system faced a shortfall. Payroll has since been stabilized under Genesis Global, a Professional Employer Organization (PEO) that handles payroll, benefits, tax filings, and HR services for the company.
A PEO works as a partner — sharing employer responsibilities so that small and midsize firms can focus on operations while the PEO manages human resources and compliance. Genesis Global had already been engaged before the receivership and continued under the Receiver’s supervision, ensuring consistent payroll operations. Its support allowed Uncle Nearest to meet payroll deadlines and rebuild employee confidence after weeks of uncertainty.
Cash, Controls, and a 13-Week Budget
The receiver and his advisors built a rolling 13-week budget and reached a forbearance deal with Farm Credit Mid America, the senior lender, to fund immediate needs. The plan included about $2.5 million in one-time cash: roughly $1.0 million to clear urgent payables and $1.5 million for professional fees. Excluding those extraordinary items, the budget was balanced.
Collections and Spending in the Period
Category
Amount (USD)
% of Total
Collections
Operating Receipts
$1,451,747
46 %
Farm Credit Support
$1,700,000
54 %
Total Collections
$3,151,747
100 %
Expenditures
Operating Disbursements
$2,081,796
84 %
Professional Services
$405,370
16 %
Total Expenditures
$2,487,166
100 %
Budget for Period
$3,206,546
—
Variance (Under Budget)
$719,380
—
All bank balances were moved into receiver-controlled accounts. Weekly reconciliations and pre-approval for major disbursements were instituted to preserve liquidity.
Breakdown of Professional Fees
Vendor / Service Category
Amount (USD)
% of Total Fees
Legal Counsel (Bass, Berry & Sims PLC)**
$210,000
52 %
Financial Consultants (Crowe LLP)**
$105,000
26 %
Operational Advisory and HR Support (Genesis Global)**
$55,000
14 %
Receiver Administrative and Compliance Costs
$35,370
8 %
Total Professional Fees
$405,370
100 %
Figures based on allocations detailed in the Receiver’s First Quarterly Report and estimated vendor summaries.
Operations: Trims, Product Flow, and Distributors
To cut costs, the receiver reduced headcount by 12 positions (13%), with further efficiency reviews underway. The team also reset expectations with distributors and vendors. Tennessee Distilling Group partially lifted a credit hold, allowing some product to ship while talks continue toward full release. New product releases are anticipated next quarter.
Photo by Milton Kirby Uncle Nearest
Records, Cap Table, and Internal Reviews
The report flags gaps in historical records and internal controls:
Lost Data: Many pre-2024 financial records were allegedly erased by a former employee. Recovery efforts are underway.
Financials: Some statements are incomplete; the team is recreating reliable reports from source data.
Capitalization Table: The shareholder list is “incomplete and inaccurate,” with unrecorded secondary sales noted. Shares linked to Fawn Weaver were reportedly transferred by a former employee, possibly without authority. The receiver is contacting shareholders to reconcile the cap table.
Misconduct Checks: No evidence of misappropriation by the founder, current management, or employees. Allegations against a former employee remain under investigation.
Taxes and Compliance
Payroll has stabilized under Genesis Global after the initial shortfall. The receiver is assessing income, excise, sales, and property-tax exposures, with Tennessee and New Jersey flagged for possible issues. Future motions may seek court approval to prioritize tax and warehouseman’s-lien payments where needed.
International Steps
French counsel is translating and domesticating the U.S. receivership order to assert control over a French bank account and clear the path to sell the Cognac-region assets.
Timeline
The receiver aims to close the process by late Q1 2026 through refinancing, new equity, or a going-concern sale.
