Launch 2035 Initiates 3-County Regional Workforce and Labor Market Assessment Study

Launch 2035 and city leaders from Madison, Limestone and Morgan counties blasted off their first major initiative – a collaborative assessment study of the area’s regional workforce and labor market.

The announcement comes less than 90 days after six mayors from across Madison, Limestone and Morgan counties, formally signed an historic three-county regional agreement of collaboration and cooperation to work together for the future good of the regional economy.

Bill Marks: “Launch 2035 has found opportunities whereby coming together, all of our communities throughout the region can work together in a way that has never been done before.” (Photo/Kimberly Ballard)

From the high-tech boardroom round table at the Huntsville International Airport, Launch 2035 Chair retired Army Col. Bill Marks said Launch 2035 was formed in 2014 to encourage and facilitate a collective 20-year vision of Limestone, Madison, and Morgan counties that would ensure the North Alabama region continues to prosper.

“Launch 2035 has found opportunities whereby coming together, all of our communities throughout the region can work together in a way that has never been done before,” said Marks. “It is a signal to all our communities, our state, and future businesses that we are committed to ensuring our region functions at the highest levels of collaboration for years to come.”

Launch 2035 has three areas of focus: workforce, entrepreneurship, and land use planning.

“That’s where this privately funded assessment looks at our labor talent, presents leading practices in workforce development, and provides a deeper understanding of the opportunities we have in our workforce within our region,” Marks said. “It is a proactive effort to understand the current labor market and our ability to continue to grow for current and future employer needs in the region.”

Among the speakers at the announcement was Harry Schmidt, economic development consultant for the Tennessee Valley Authority Alabama Region.

“We are glad to be teaming up with regional partners, including local power companies and others, to continue to promote business success in the region,” Schmidt said. “We are pleased to support this workforce and labor study because one of TVA’s core principles is to work to improve the quality of life for people in the valley. One of the primary ways we do that is by job growth and identifying quality job opportunities for people.”

John Seymour, president and CEO of the Decatur-Morgan County Chamber of Commerce, said changes in lifestyle means city leaders can no longer think just about their own communities but must start thinking about the whole region.

“Jobs in Madison County are different sometimes than the jobs in Limestone and Morgan County,” Seymour said. “We have to think about recruiting folks from across those lines to fill the positions that are available in our various communities. As a community and as a region, we have to think regional to be successful. I see this as an opportunity to look forward.”

“This study will help us grow our workforce in our communities and provide us with a great tool as we continue to work together as a region to bring more industry and business to the area,” said Jennifer Williamson, president of the Greater Limestone Chamber of Commerce. “It is also a great tool for us to use to support our existing businesses and industry.”

Other leaders at the announcement included Bethany Shockney, president of Limestone County Economic Development Association; Rick Tucker, executive director of the Huntsville Port Authority; and Lucia Cape, senior vice president of economic development at the Huntsville-Madison County Chamber of Commerce.

Rick Tucker: “Seeing us working closer and closer together as a region has been inspiring.” (Photo/Kimberly Ballard)

“Launch 2035 contracted with Deloitte to do this labor analysis,” said Cape. “This study is looking forward because through the use of confidential interviews with companies, and discussing real time activities with employers, we can gear our workforce development and activities to meet a needed we know is coming. We look forward to getting these results, and we will work with our partners to make sure we have a workforce of the future.”

Rick Tucker has been part of Launch 2035 from its inception.

“Seeing us working closer and closer together as a region has been inspiring,” he said. “It is just another step in the region’s working together in a collaborative way to address the opportunities and issues facing our region. That is what we do here at the Port of Huntsville – serve this region; and we are glad to be a participant in this study, trying to address this important topic of the labor force in our marketplace. We look forward to continuing this collaboration throughout the region.”

Wes Kelley, president and CEO of Huntsville Utilities, was unable to attend but is also a partner in the initiative. Penny Townson, vice president of the Morgan County Economic Development Association, stood in for President and CEO Jeremy Nails who could not attend.

Among Launch 2035’s other initiatives are the team’s continuing work on the Singing River Trail – 70 miles of Native American bike, hike, and walking trails that connects the region .

“The Singing River Trail is an example of the continued growth and economic development we see in our region,” Tucker said. “That’s what businesses and community leaders from across the region want to see – a long-term impact of our investments and hard work.”

NASA Extends Boeing’s Contract to Build More Moon Rockets

 

NASA has taken the next steps toward building Space Launch System (SLS) rocket core stages to support as many as 10 Artemis missions, including the mission that will carry the first woman and next man to the Moon by 2024.

The agency intends to work with Boeing, the current lead contractor for the core stages of the rockets that will fly on the first two Artemis missions, for the production of SLS rockets through the next decade. The core stage is the center part of the rocket that contains the two giant liquid fuel tanks.

Illustration shows NASA’s Space Launch System (SLS) in the Block 1 configuration, which will carry an Orion spacecraft beyond the Moon, on the mobile launcher. SLS is the only rocket that can send the Orion spacecraft, astronauts and supplies to the Moon on a single mission.

Towering 212 feet with a diameter of 27.6 feet, it will store cryogenic liquid hydrogen and liquid oxygen and all the systems that will feed the stage’s four RS-25 engines. It also houses the flight computers and much of the avionics needed to control the rocket’s flight.

The Space Launch System is the backbone of NASA’s deep space human exploration and is the only rocket capable of sending crew, the Orion capsule and heavy cargo to the Moon on a single mission.

“It is urgent that we meet the president’s goal to land astronauts on the Moon by 2024, and SLS is the only rocket that can help us meet that challenge,” said NASA Administrator Jim Bridenstine. “These initial steps allow NASA to start building the core stage that will launch the next astronauts to set foot on the lunar surface and build the powerful exploration upper stage that will expand the possibilities for Artemis missions by sending hardware and cargo along with humans or even heavier cargo needed to explore the Moon or Mars.”

NASA works with Boeing, the current lead contractor for the core stages of the rockets that will fly on the first two Artemis missions. Boeing is completing the first SLS core stage with the second well underway. The order leverages labor, materials, and supply chain efficiencies for production savings.

The SLS is managed at the Marshal Space Flight Center in Huntsville, manufactured at the Michoud Assembly Facility outside of New Orleans and will launch from Cape Canaveral.

NASA has provided initial funding and authorization to Boeing to begin work toward the production of the third core stage and to order targeted long-lead materials and cost-efficient bulk purchases to support future builds of core stages.

“We greatly appreciate the confidence NASA has placed in Boeing to deliver this deep space rocket and their endorsement of our team’s approach to meeting this unprecedented technological and manufacturing challenge in support of NASA’s Artemis program,” said Jim Chilton, senior vice president of Boeing’s Space and Launch division. “Together with a nationwide network of engaged and innovative suppliers we will deliver the first core stage to NASA this year for Artemis I.

“This team is already implementing lessons learned and innovative practices from the first build to produce a second core stage more efficiently than the first.  We are is committed to continuous improvement as they execute on this new contract.”

The contract allows Boeing to order materials that will be used to produce additional SLS rockets through the next decade: 10 SLS core stages and eight Exploration Upper Stages to support Artemis III through Artemis XII. The full contract is expected to support up to 10 core stages and up to eight Exploration Upper Stages (EUS).

“NASA is committed to establishing a sustainable presence at the Moon, and this action enables NASA to continue Space Launch System core stage production in support of that effort to help bring back new knowledge and prepare for sending astronauts to Mars,” said John Honeycutt, SLS Program Manager at Marshall. “SLS is the only rocket powerful enough to send Orion, astronauts and supplies to the Moon on a single mission, and no other rocket in production today can send as much cargo to deep space as the Space Launch System rocket.

For the first three Artemis missions, the SLS rocket uses an interim cryogenic propulsion stage to send the Orion spacecraft to the Moon. The SLS rocket is designed to meet a variety of mission needs by evolving to carry greater mass and volume with a more powerful EUS.

The EUS is an important part of Artemis infrastructure needed to send astronauts and large cargo together, or larger cargo-only shipments, to the Moon, Mars and deep space. NASA aims to use the first EUS on the Artemis IV mission, and additional core stages and upper stages will support either crewed Artemis missions, science missions or cargo missions.

“The exploration upper stage will truly open up the universe by providing even more lift capability to deep space,” said Julie Bassler, the SLS Stages manager at Marshall. “The exploration upper stage will provide the power to send more than 45 metric tons, or 99 thousand pounds, to lunar orbit.”

 

Naming of Toyota Field was a Two-Year Drive in the Making

Madison County Commission Chairman Dale Strong, Madison Mayor Paul Finley, TMMAL President David Finch and Trash Pandas President/CEO Ralph Nelson. (Photo/Steve Babin)

MADISON — On a sunny, let’s-play-three day that begged for baseball, even though the calendar had turned mostly toward football and beyond, the Rocket City Trash Pandas got a name for their new home yard hard on the Huntsville-Madison city limit lines.

Toyota Field will usher in the inaugural season of the Double-A Southern League team in April 2020.

Toyota Field is a name for that’s been in the works basically as long as the team, and stadium, have been an idea.

Team President and CEO Ralph Nelson, along with local dignitaries, announced the name on Columbus Day at the stadium that is still under construction.

But the ship of what the stadium would be named, however, set sail about two years ago.

“The day after Thanksgiving in 2017 my wife, Lisa, and I were driving in the hills of Vermont to cut down a Christmas tree,” Nelson said.

The phone rang and it was David Fernandez, then the president of Toyota Motor Manufacturing Alabama.

“In the first minute, he said, ‘Let ‘s figure out a way to put Toyota’s name on your ballpark.’”

They did, and, after two years of crossing t’s and dotting i’s and other legal discussions, Toyota Field was born and became official with the announcement.

Rendering shows the Toyota Field name on the video board neat the Rock Porch in right field. (Photo/Steve Babin)

“It’s incredibly rare for a global corporation to acquire the rights to a minor league stadium,” Nelson said. “But as I’ve said so many times, this is not the minors. This community expects and deserves a major league operation. Toyota Field is very major league.

“In that first call, David told me he wanted Toyota team members to look with pride at their company name on a prominent community landmark. I told him unless he can buy the rights to that rocket ship (at the Space and Rocket Center), he’s come to the right place.’’

Toyota Motor Manufacturing Alabama employs 1,400 workers in Huntsville and is expected to add 400 more in the near future.

Among those speaking at the naming ceremony were Madison Mayor Paul Finley, Madison County Commission Chairman Dale Strong and David Finch, current president of Toyota Motor Manufacturing Alabama.

“Toyota Field is the new centerpiece of the region that showcases economic development, job growth and quality of life,’’ Finch said.

A “fence” of huge concrete baseballs greet visitors to Toyota Field. (Photo/Steve Babin)

The field’s entrance on the first base side will feature an area overlooking the park and will be called Bill Penney Toyota Plaza. Below is a grassy berm where fans can sit and watch the game. The stadium is ringed with roughly 5,000 seats with a capacity of 7,500. There’s a picnic area down the left-field line and VIP suites above the general seating.

Toyota is planning a showcase of its local products in center field.

“To see the project come to life has been amazing and the energy from the community is contagious,” Finch said.

 

Tying Education to Business, Huntsville Committee of 100 Funds National Board-Certified Teachers

A leading Huntsville business advocacy organization is seeing its investments paying off.

Though, the group did not invest in financial markets, it invested in education.

Last May, the Huntsville Committee of 100 launched an exclusive initiative in May to fund 100 nationally board-certified teachers throughout the Huntsville City Schools, Madison City Schools and Madison County School systems.

It is the first time an Alabama business community has made an impactful investment in education in order to make Madison County more attractive to employees and employers.

According to John Allen, CEO of the Committee of 100, there are three tenets to its mission: promoting cooperative local government to ensure local business leaders are elected to positions that help make the community better; to advocate for long-term economic development; and to push for higher quality public education.

“We have 55,000 students in our schools every day and about 90 percent of them are in public education, so we know the value of a public education,” said Allen. “We were looking for a way to impact, support and encourage high quality public education.

“I asked former superintendent of Huntsville City Schools Matt Akin what a business organization like ours could do to change the conversation around achievement in our schools. His response was to nationally board-certify 100 teachers.”

In 2014, the Committee of 100 established the Creative Cities Fund at the Community Foundation of Greater Huntsville. It focused on conversations around creating high achievement in the local school system and setting a culture of high expectations.

The project was intended to drive innovation, education and economic development by raising funds year after year for that purpose and putting those funds back into community ideas quickly.

“We reached out to the National Board for Professional Teaching Standards and learned the national board certification process was a very vigorous, performance-based, peer-reviewed and critiqued, one to three year process a teacher has to go through,” said Allen. “One teacher compared it to writing a master’s thesis for each of the four modules of the process.”

“The certification process costs $475 per component with a registration fee, so teachers are looking at $2,000 per teacher to go through the process, money many teachers do not have,” said Michelle Accardi, director of the National Board for Professional Teaching Standards. “Board certification is one of the levers we use to elevate student outcomes and research shows that all other factors being equal, a kindergarten student with a board-certified teacher is 31 percent more likely to be on grade level at the end of the year. Those are spectacular outcomes.”

When they are certified, teachers receive a $5,000 stipend from the state and, in some schools, they get an additional $5,000.

“Students learn more from board certified teachers,” said Accardi. “Early childhood literacy has ties to efforts and outcomes at high school graduation and beyond.”

The Committee of 100 began collaborating heavily with the schools foundation, a convenient partner because they work with all three school systems and are engaged in the national board certification process.

Allen said, on average, there is a one- to two-month achievement gain in board-certified classroom students and classrooms of board-certified teachers.

Furthermore, a recent study shows that for every $1 invested in national board certified teachers, there is a $31 return on investment.

When the Committee of 100 started the program, Alabama had 2,700 board certified teachers, which is about 6.3 percent of all teachers in Alabama.

To put it into perspective, about 90 percent of physicians are board-certified nationwide but only about 3 percent of teachers nationwide are board certified.

“Our organization, community business leaders, and elected leaders have bought into this process and all the dollars go straight to funding a teacher,” said Allen. “Prior to May, Madison had 58 teachers who are board certified; Huntsville City had about 30; and the county had about 35. In Huntsville, there are currently 70 additional teachers going through process, and in Madison there is another 35 with 25 now participating from Madison County Schools.

“We are now working on conversations surrounding how do we grow the conversation to a statewide level and how do we make it sustainable. We found that having a board-certified teacher in the school, they become a magnet, a mentor and a leader in the school.”

Accardi said student outcomes improve with certification.

“We currently have 25 different certificates a teacher can elect to certify in,” said Accardi. “Across all the certificate areas, every time someone does research on it, you see an increase in student outcomes.”

She also said the Committee of 100 initiative is unique because, as a business community, they understand not just the increase in outcomes, but they see a significant return on investment on board certification when talking purely dollars and cents.

“You see huge savings in teacher retention with a national board-certified teacher almost four times as likely to stay in a school setting than those teachers who are not certified,” said Accardi. “It helps elevate your game as a teacher, and if you have a group of NBCTs working together in a school, it gives you someone to consult with on issues.”

Going through the certification process enables teachers to see improvement in their own practice, as well.

“The National Board Certification process has improved my teaching practice by helping to change the way I interpret and use student data,” said Aimee Thomas Scrivner, a second-grade teacher at Huntsville’s Academy for Academics and Arts. “It has not only helped me gauge (and thus improve) my effectiveness as a teacher through measuring student impact of specific lessons and strategies, but helped me to develop meaningful relationships with students, parents, and colleagues that ultimately benefit student development and learning.”

Hexagon/Intergraph Celebrates 50 Years of Innovative Software, Mapping and Computer Graphics

There were a lot of headlines in 1969.

The Beatles played their last public concert on the roof of Apple Records and 350,000 young people gathered at Woodstock to protest the Vietnam War.

Bob Thurber: “Our work in hardware and software wasn’t an industry then – it was just the beginning of stuff.” (Photo/Steve Babin)

But while Boeing was debuting its 747 “Jumbo Jet” to the American public, NASA engineers had landed Neil Armstrong and Buzz Aldrin on the surface of the Moon using the Apollo Guidance Computer. It’s laboriously handmade, read-only rope memory was equivalent to 72 KB of storage today.

Also in 1969, while millions of children watched the Utopian lifestyle of a space age cartoon called “The Jetsons” with its clunky robots and home automated conveyor belt, engineers were making it a reality, linking for the first time, several large-scale, general purpose computers into a network known as the Advanced Research Projects Agency Network (ARPANET).

It was against this backdrop that IBM engineer James Meadlock, his wife Nancy, and three young engineers Bob Thurber, Terry Schansman and Keith Schonrock left their jobs at IBM on Feb. 10, 1969 to start M&S Computing on South Memorial Parkway in Huntsville.

With the company that became known worldwide as Intergraph and now known as Hexagon, the now-retired Meadlock and his remaining team returned to the sprawling campus and world headquarters in what is now the new Town Madison, for a 50th anniversary celebration.

Hundreds of current and former employees and their families filled the three-level hexagon-shaped building with its towering glass windows and tiered mezzanine overlooking a private lake to hear Meadlock speak.

Intergraph co-founder James Meadlock left IBM in 1969 to help found M&S Computing, the forerunner to Intergraph. (Photo/Steve Babin)

According to Bob Thurber, co-founder and the original executive vice president of the company, IBM got the contract for the instrument unit on the Saturn launch vehicle because they had built the first digital computer on a missile.

“I came out of college with IBM in Huntsville, so when we finished with the Saturn program, we were the renowned experts on putting digital computers onboard missiles,” said Thurber. “We were able to leave IBM with our heads held high.”

Initially, Thurber said all the Army’s weapons systems needed computers on them, so M&S Computing became a consultant for them.

“One of the things we did in the IBM days was build an interactive graphics interface for the simulation of the Saturn launch vehicle,” he said. “You had to run simulations over and over and over again, but if something went wrong within the first 30 seconds of launch, you didn’t know it until you came in the next day. They needed a quicker interactive system to do it.

“That’s how we got started. By running simulations interactively, you could watch the trajectory on the screen and if it blew up or went off-course, you could just stop it, key in some different parameters, and run it again. You could do in a day what had been taking a month.”

That ability to visualize data led to their graphics mapping capabilities, and M&S Computing was the first company to do that as well.

“Our work in hardware and software wasn’t an industry then – it was just the beginning of stuff,” Thurber said. “There were only four companies in the business when we got into it, but we essentially created the core graphics for AutoCAD.”

Thurber said they sold their first three systems around Christmas 1973: an engineering drafting system for 2D drafting to a company in Houston; a system for municipal mapping to the city of Nashville; and a system to the Army Missile Command (AMC). All three were totally separate industries, but they all needed the same basic graphic capabilities.

“We lost a lot of money when we sold Nashville the mapping system,” Thurber said. “The city said to us, ‘Look, we would love to use this stuff, but we don’t want to build all these maps!’ We said, ‘Okay. We’ll do it for you’.

“We charged them $80 per map. The cost was $500 per map, but it really it forced us to make it a good mapping system and it gave us the experience we wouldn’t have gotten had we held their hand while they did it.”

In the end, Nashville was the first city to map its roadways to understand traffic flow, congestion points, etc. all thanks to M&S Computing’s mapping capabilities.

The company then known as M&S Computing rented office space in Huntsville until the 1974 tornado destroyed the Bendix Building on Alabama 20 in Madison. Using insurance money, they were able to reconfigure it to M&S Computing’s requirements.

“The only eating place near our office back then was a Waffle House,” Thurber said with a laugh.

That would be the first of a sprawling campus with more than 4,000 employees, that is today located amidst the bustling new Town Madison development.

In 1981, M&S Computing went public and changed its name to Intergraph. After Meadlock and Thurber retired from the company, Stockholm-based Hexagon purchased Intergraph in 2010 for $2.125 billion.

Meadlock, who lost his beloved wife and business partner Nancy, is quietly retired.

Thurber is active with Huntsville’s tech incubator BizTech, but he says for a company that was the first to develop intelligent applications on top of graphics, the software and computing industry has now moved way past him.

“I still come over and visit and when I see the demos of the work Hexagon is doing now, fifty years later, the capabilities are so much more than graphics,” he said. “But they tell me that our software, M&S Computing’s software, is so integrated into their design and construction process, it cannot be unseated.”

‘Career Signing Day’ Helps Aim Students Toward Building Sciences

National Signing Day is a big event in the lives of high school student-athletes and their families.

The kids announce where they plan to continue their education and take their athletic talents to the next level.

Well, in Huntsville, there is another kind of “signing day.”

For the second time, Huntsville City Schools is hosting a “Career Signing Day,” when students are recognized for continuing their career paths within the fields of building science.

Just look around and you’ll see the demand for builders and tradesmen.

Construction zones and caution tape continue to speckle the city, as developers race to keep up with the demands required to complete projects.

Developments designed to enhance the growing infrastructure of Madison County seem to be popping up everywhere, and with no signs of a slow-down, the need for skilled workers and tradesmen is greater than ever.

“We are partnering with people to create more opportunity for internships and practical experience,” said Todd Watkins, director of Career Tech Education for Huntsville City Schools. “We are going to have interviews prior to the event. We are really excited because it gives our students a chance to do interview sessions.

“Then they can actually graduate high school and go straight to work.”

Turner Construction’s Director of Business Development Tyce Hudson said his company is working closely with area schools to ensure that upcoming graduates are aware of their options, whether they choose to pursue a four-year degree or opt for going directly into the workforce from high school.

“We are trying to get the message out that there are very bright careers in the trade industry right now,” he said. “We see shortages in mechanical, electrical, and plumbing so the demand for those is probably the highest.”

Through the efforts of companies such as Turner Construction, Huntsville City Schools students enrolled in the Career Tech Education Department are able to get practical work experience outside of the classroom by working on actual workplace projects.

Watkins also lauds the district’s newest career tech center at the U.S. Space & Rocket Center.

The initial program will allow students to work in the hospitality and culinary industries shadowing staff, giving them the opportunity to leave the school campus and report directly to Space & Rocket Center CEO Dr. Deborah Barnhart.

Watkins said the increased employment opportunities coupled with the area’s demand for progress equals many more options in the building science arena, whether individuals choose to seek a 4 year degree or not.

“What kids are seeing,” he said, “is that they can be employable right out of school or they can also go to (a four-year college) or a junior college.

“Kids are starting to realize that career tech is not a one-way path.”

 

Stovehouse’s ‘Retailtainment’ Concept to Include Gaslight Alley Retail District

There is nothing new about restaurants and retailers using a little pizzazz to entice customers to buy or experience their products and services.

Mexican restaurants have Mariachi bands; traditional pizza parlors entertain customers twirling pizza crusts; New Orleans chefs shuck oysters and suck crawfish heads for their customers; and retailers have BOGOs and Midnight Madness sales.

Gaslight Alley’s design is inspired by decorated alleys and shops in St. Augustine, Fla., and Lovat Lane in London. (Rendering/Crunkleton Commercial Real Estate)

But, according to Haley Clemons, marketing coordinator for Crunkleton Commercial Real Estate Group, retailers notice contemporary shoppers and diners are putting more importance on the experience of eating and shopping than they have in the past.

“Businesses in the retail industry are adopting out-of-the-box strategies to attract new audiences that value entertainment and interacting with brands in creative ways,” Clemons said. “Known as ‘retailtainment’ … many concepts are drawing in traffic by going above and beyond the basic shopping trip.”

Yoga-wear stores hosting in-shop fitness classes, or beauty brands encouraging their clientele to participate in the creation of their own purchases, are examples of this.

The Stovehouse Food & Leisure Garden, which is at the heart of the old stove factory property, is the perfect example of a venue conceived on the idea of retailtainment.

They have taken compatible concepts such as casual dining, live music, outdoor games, and special events and brought them together to collaborate. This creates a casual, inclusive atmosphere at the Stovehouse that is extremely popular with millennials.

Stovehouse Phase II: Gaslight Alley

With the success of the Stovehouse Food & Leisure Garden, developers are beginning Phase II where they will essentially repurpose an entirely separate section of the expansive old factory for retail, taking care to maintain the property’s old-world architecture and atmosphere. The “old-world shopping district” is called Gaslight Alley.

“Encompassing several retail spaces along a beautiful cobblestone walkway, Gaslight Alley will be home to all kinds of concepts with the hopes of attracting boutiques, soft goods, home décor, hair salons, and more,” said Clemons. “The possibilities are endless, and the district has already captured businesses — some that are scheduled to make their debut later this year.”

The Burn Collective is already hosting events at Stovehouse and its space will be open soon. (Photo/Crunkleton Commercial Real Estate)

When finished, Gaslight Alley, whose design is inspired by decorated alleys and shops in St. Augustine, Fla., and Lovat Lane in London, will be an eclectic shopping experience and a hotspot for one-stop destination shopping and retailtainment.

Currently, several businesses have set up office space at Stovehouse. Spur, Onyx Aerospace, Star Lab, Liberty Learning, and the Stovehouse Properties team are all housed there.

“Gaslight Alley businesses will also be part of the growing West Huntsville entertainment district that connects to nearby Campus 805,” said Clemons.

Among the committed tenants so far are Charlie Foster’s Coffee, F24 Training and the Burn Collective Fit Studio.

Charlie Foster’s is a locally owned, multi-roaster coffee shop at the entrance to Gaslight Alley. There is the 1,850-square-foot shop with a 500-square-foot outdoor patio. They will sell coffee beans from around the U.S., but the most unique thing about Charlie Foster’s is their plan to offer jobs to people with intellectual and developmental disabilities.

F45 Training, across from Charlie Foster’s, is a 2,835-square-foot functional training center offering high-intensity group circuit training classes. They will provide themed workouts and bring in a live DJ to get people motivated. They will be opening before the end of the year.

On a more mainstream level, the Burn Collective Fit studio is in the breezeway connecting to Gaslight Alley. They offer individual and group training in cardio, sculpting, and yoga barre classes, as well as athleisure apparel, candles, and jewelry. They are relocating from Franklin Street downtown.

 

Town Madison is Scoring with Residential and Hotel Construction

MADISON — Soon … very soon, Town Madison will be a lighted beacon along I-565, a welcoming 530-acre gateway into the Rocket City for visitors from the east and west.

Town Madison is a sprawling multi-use development extending along I-565 from Wall Triana Highway to Zierdt Road. (Courtesy The Breland Companies)

The shear enormity of the sprawling mixed-use development is on full display amidst the “preponderance of red soil” that gave Redstone Arsenal its name.

Town Madison has already inspired a boom of construction and activity in downtown Madison. It is changing forever the skyline along I-565 between Wall Triana Highway and the intersection of Madison Boulevard at Zierdt Road.

The new stadium with its red roof is now clearly visible amidst the towering LED stadium floodlights and churned red dirt and rocks. Fans of the Rocket City Trash Pandas, the tenants of the new ballpark, are already decked out and geared up for the team’s first pitch at their new home stadium on April 15, 2020.

While the energy is moving toward a April 15, 2020 Opening Day, there is a lot more going on at Town Madison than just baseball!

Phase I Residential

Described as having a “Village of Providence feel”, the first phase of Town Madison’s residential community consists of 216 single-family homes and townhouses, currently under construction.

Townhouses are rising from the red dirt to the north of the baseball stadium. (Photo/Kimberly Ballard)

The Village of Providence was one of Huntsville’s first mixed-use communities built off U.S. 72 in 2003. It has been a shining example of how popular pedestrian-friendly neighborhoods and the amenity-filled lifestyle have become.

Single-family home lots are already selling out while a sales model of the townhouses graces the main drag a block from the stadium itself. Soon, potential buyers will be able to tour the layout and make preconstruction customizations to fit their lifestyle.

Currently the most visible residential component to rise from the red clay is The Station at Town Madison, a four-story, 274-unit luxury apartment complex, also within walking distance of restaurants, retail stores, the sports complex, and a slew of boutique hotels and destination resort hotels like Margaritaville that will be opening there.

“The Station is opening a leasing office within the next 45 days and will be moving new tenants in by the end of the year,” said Joey Ceci, president of the Breland Cos., which is developing the project. “I believe they already have plenty of interest and even some commitments from potential tenants who are interested in moving into such an exciting environment.”

500 Hotel Rooms

Rendering shows the 170-room Hotel Margaritaville which will be just beyond the centerfield wall of the Rocket City Trash Pandas baseball stadium.

Ceci said hotels have always been an important component of Town Madison and progress on that front has been explosive. Convenient to Huntsville International Airport and I-565 and I-65, the new 97-room Home2Suites is open at 135 Graphics Drive, a block off Wall Triana at the westernmost edge of the development.

On the corner, a new Twice Daily convenience store and White Bison Coffee have also opened. Next to it, the 87-room avid Hotel is 50 percent complete, while a Hilton Garden Inn has broken ground a block up the street.

“The Town Madison target is 500 rooms,” said Ceci. “We will hit that number when the 170-room Margaritaville resort hotel breaks ground by the end of the year or very early next year.”

Announced back in 2018, the groundbreaking for Hotel Margaritaville has been delayed, putting into question whether Margaritaville with its tropical beach atmosphere, attached restaurant and lazy, winding river said to flow along the backside of the Trash Pandas centerfield wall, is still a go.

Ceci however is reassuring that Margaritaville will be in full swing by the Trash Pandas’ second season.

Pro Player Park

Other exciting venues such as Pro Players Park are committed to Town Madison, although construction has not yet begun.

The $12 million venue for travel softball and baseball will consist of 12 synthetic baseball/softball fields; a 65,000 square-foot sports facility with batting cages; a pro shop; a small café and vending area; and an indoor soccer field.

Pro Player Park will be situated west of the Trash Pandas’ stadium in what is known as the old Intergraph campus. No dates have been set for that groundbreaking, but it is expected to generate 300,000 visitors a year and, according to Madison Mayor Paul Finley, will yield about 40,000 room nights per year.

Restaurants and Retail

Finally, Ceci believes several restaurant concepts will be making announcements soon about their plans to open at Town Madison on the Zierdt Road side.

“Negotiations and discussions are happening every day with several restaurant and retail vendors and I believe we are very close to some solid commitments, but nothing I can announce today,” said Ceci.

Along with several national commercial tenants who are currently doing their due diligence, several announcements are expected in the coming weeks.

Air Force Tests Boeing-built Minuteman III

The Air Force Global Strike Command held a flight test today of the Boeing-built Minuteman III intercontinental ballistic missile.

The unarmed ICBM was launched from Vandenberg Air Force Base, Calif., by an Air Force launch crew at Malmstrom AFB, Mont. The ICBM’s re-entry vehicle traveled approximately 4,200 miles to the Kwajalein Atoll in the Marshall Islands.

“The flight test program demonstrates one part of the operational capability of the ICBM weapon system,” said Col. Omar Colbert, 576th Flight Test Squadron commander. “The Minuteman III is nearly 50 years old, and continued test launches are essential in ensuring its reliability until the mid-2030s when the Ground Base Strategic Deterrent is fully in place.

“Most importantly, this visible message of national security serves to assure our partners and dissuade potential aggressors.”

Boeing and the Air Force finalized a $122.9 million contract to upgrade the Minuteman III ICBM coding system, bringing more work to Huntsville.

Some development and assembly work will be performed here at Boeing’s Electronics Center of Excellence, which recently underwent a 28,000 square-foot expansion. The upgrade will provide remote, over-the-air rekey and code change capability for the missile system.

The contract will provide the government with the components needed to support the deployment of the ICU II hardware through 2022 — sustaining the Huntsville-based Minuteman III ICBM weapon system until 2036.

Boeing has supported every Minuteman flight test in the last 58 years. Boeing built the nation’s Minuteman missile for theAir Force in the early 1960s and continues to sustain the program to keep it safe, secure and reliable.

The Minuteman III is as fast as a seismic wave, traveling up to four miles per second and up to 15,000 mph.

The test demonstrates that the United States’ nuclear deterrent is robust, flexible, ready and appropriately tailored to deter twenty-first century threats and reassure our allies, the Air Force said in a release.  Test launches are not a response or reaction to world events or regional tensions.

Link to video:

https://www.dvidshub.net/video/712576/minuteman-iii-launches-vandenberg-afb-non-narrated

Torch Technologies No. 8 on Entrepreneur 360 List

Torch Technologies has been recognized for the third consecutive year as one of the “Best Entrepreneurial Companies in America” by Entrepreneur magazine’s Entrepreneur360 List.

Based on the study, Torch is recognized as a well-rounded company that has mastered a balance of impact, innovation, growth, leadership, and value.  The Huntsville-based company ranked eighth out of 360 organizations this year, up from 11 in 2018 and 16 in 2017. 

“We are proud to have again been recognized by Entrepreneur magazine for our distinctive approach to innovation, growth, leadership, and culture,” said Torch President and CEO John Watson. “Our continued success as a 100% employee-owned company is thanks our invaluable employee-owners.

“We are privileged to be part of a growing group of extraordinary people who are innovative and bright, and who make Torch a great place to work.”

 “Every entrepreneur knows that a healthy business isn’t just about growth. It’s about being well-rounded—growing your culture and your systems as strongly as you grow your revenue,” said Jason Feifer, editor in chief of Entrepreneur magazine. “That’s why we’re excited to celebrate these companies with our fifth annual Entrepreneur360 ranking.

“The companies that make the list have pushed boundaries with their innovative ideas, fostered strong company cultures, impacted their communities for the better, strengthened their brand, and grown impressively as a result.”

Honorees were identified based on the results from a comprehensive study of independently- owned companies, using a proprietary algorithm and other advanced analytics. The algorithm was built on a balanced scorecard designed to measure five metrics reflecting major pillars of entrepreneurship—innovation, growth, leadership, impact, and business valuation.