Innovation vs. Infrastructure: North Carolina’s Tale of Two Parks
The Global TransPark proved that even when conditions are wrong, stubborn faith in a place and its people can eventually create something worth having, even if it takes 30 years...
In the pantheon of North Carolina economic development, two projects tower above the rest. One became a global model copied by cities worldwide. The other struggled for decades before finally finding its footing. Both were born of desperation, championed by visionary leaders, and built on bold ideas about how to transform struggling regional economies. Their divergent paths offer a masterclass in what works, what doesn’t, and how patience measured in decades can sometimes redeem even the most criticized ventures.
The Research Triangle Park, nestled between Raleigh, Durham, and Chapel Hill, now houses more than 385 companies employing about 55,000 people (including both direct and indirect positions across park tenants and affiliates), with an annual economic impact exceeding $25 billion. It stands as one of the world’s most successful research parks, a jewel of innovation that transformed North Carolina from one of America’s poorest states into a technology powerhouse and a major driver of the state’s economy.
The Global TransPark in Kinston spent its first two decades as a political punching bag, a supposed boondoggle that consumed more than $130 million in public funds while employing a fraction of the workers promised. Yet today, with over 1,000 employees at its anchor tenant, Airbus, and additional tenants bringing total park employment to approximately 1,600, it has quietly evolved from cautionary tale to functioning economic engine.
These two projects, separated by three decades and 100 miles, tell the story of North Carolina’s economic ambitions, its failures and successes, and the hard lessons learned about what it takes to build prosperity from scratch.
The Poorest State
To understand why these projects mattered, you have to understand how poor North Carolina was in the mid-20th century. In 1952, the state ranked 49th in the nation in per capita income at just $1,049 annually. The economy depended on tobacco, textiles, and furniture, traditional industries offering low wages and limited opportunities. The state’s best and brightest fled to northern cities seeking better prospects.
Governor Luther Hodges, a businessman who had worked his way up from mill worker to executive at Marshall Field’s department store, took office in 1954, determined to change North Carolina’s trajectory. He believed research and technology offered an escape from the low-wage trap.
Meanwhile, a contractor and builder named Romeo Guest was having similar thoughts. During travels to California in the mid-1950s, Guest visited Stanford Research Park, where technology companies clustered near Stanford University to access faculty expertise and recruit graduates. He saw immediately that North Carolina had something California didn’t: not one but three major research universities within a day’s drive of each other.
Guest partnered with contractor Karl Robbins to form Pinelands Company in 1956, acquiring 4,000 acres of cutover pine forest between Raleigh and Durham. The idea was simple: create a research park equidistant from Duke University, the University of North Carolina at Chapel Hill, and North Carolina State College (now NC State University), allowing companies to tap all three institutions’ talent pools.
But Guest struggled to convince investors and companies. The concept was too novel, the risk too high. By 1958, Guest’s for-profit venture was floundering.
The Banker Who Saved It
That’s when Archie K. Davis entered the picture. As chairman of Wachovia Bank and Trust Company, Davis was one of North Carolina’s most influential business leaders. He understood that the research park concept was sound, but the structure was wrong. Investors wanted quick returns; the park needed patient capital willing to wait decades.
In late 1958 and early 1959, Davis orchestrated a remarkable transformation. He converted the project to a nonprofit foundation and raised $1.25 million from individuals and businesses across North Carolina within a matter of months. This wasn’t government money or venture capital seeking profits. It was North Carolinians betting on North Carolina’s future.
Governor Hodges threw the state’s weight behind the project, providing infrastructure support and helping recruit tenants. The partnership between public sector support and private sector investment proved crucial.
In January 1959, Research Triangle Park was officially incorporated. Later that year, it landed its first tenant: Research Triangle Institute (RTI), a nonprofit research organization created specifically for the park by the three universities. RTI’s presence provided immediate credibility.
The IBM Breakthrough
The first five years proceeded slowly. Chemstrand Corporation (later part of Monsanto) opened a research facility in 1960. A few other small tenants followed. But the park needed a major anchor to validate the concept and attract additional companies.
That anchor arrived in January 1965 when IBM announced plans to build a 600,000-square-foot research and development facility at the park. Around the same time, the federal government committed to building the National Environmental Health Sciences Center (now part of the National Institutes of Health). These two anchors transformed everything.
“The IBM announcement was the turning point,” recalled George Herbert, one of the park’s early leaders. “After that, we had companies calling us.”
From 1965 forward, Research Triangle Park averaged six new companies and 1,800 new employees annually through the rest of the 1960s and into the 1970s. The park had achieved critical mass, creating a self-reinforcing cycle: universities produced talent, companies hired talent, more companies arrived seeking talent, and universities expanded programs to meet demand.
By 1974, the park had earned enough to repay its initial development costs. The model worked.
A Professor’s Asian Inspiration
Three decades later, in the early 1990s, as Research Triangle Park thrived, another visionary was developing a different idea for a different part of North Carolina.
Dr. John D. Kasarda, a business professor at UNC Chapel Hill and director of the Kenan Institute of Private Enterprise, spent the mid-1980s traveling to Asia studying economic development. In Singapore, South Korea, and elsewhere, he observed something fascinating: airports integrated directly with manufacturing facilities, creating what he called “transparks.”
Companies would fly in components, assemble products on-site, and ship finished goods by air the same day. This just-in-time manufacturing model minimized inventory costs, reduced capital tied up in warehouses, and maximized speed to market. The facilities weren’t near airports; they were at airports, with factories opening directly onto tarmacs.
Kasarda became convinced this represented the future of global manufacturing and trade. Air cargo was the fastest-growing segment of transportation. Companies needed speed and flexibility. Why not bring this model to North Carolina?
He found a receptive audience in Governor James G. Martin, a Republican elected in 1984 after serving five terms in Congress. Martin, who held a Ph.D. in chemistry from Princeton, appreciated Kasarda’s intellectual framework. Here was a way to help struggling eastern North Carolina while positioning the state for the global economy.
In his April 1991 State of the State address, Martin endorsed the concept, calling for a study of what he termed a “Global Air Cargo Industrial Complex.”
The Political Deal
The North Carolina General Assembly, intrigued but cautious, created the North Carolina Air Cargo Airport Authority in 1991 to study the idea and potentially develop a site. From the start, politics shaped the project.
Urban areas in the Piedmont lobbied hard to have the facility located near their cities. Charlotte, Greensboro, Winston-Salem, and even the Triangle all argued they could provide better infrastructure, more educated workers, and easier access to interstate highways. They noted that if the project failed, an airstrip near existing cities could be repurposed more easily.
But state leaders concluded that the Piedmont didn’t need help. Eastern North Carolina, suffering from tobacco farming’s decline and textile mill closures, desperately needed economic development. There was also a less charitable political calculation: Piedmont residents might oppose a massive industrial airport as a noisy nuisance, creating political headaches.
In May 1992, the authority announced that the Global TransPark would be developed at Kinston Regional Jetport, a lightly trafficked former military airfield about 30 miles from the nearest interstate highway.
The site had impressive credentials. Built by the U.S. Navy in 1944, it served during World War II as a training location for Marines from nearby Cherry Point Air Station. After the war, it became Kinston Air Base, training Air Force pilots through the 1950s. When the Air Force departed, the city of Kinston took over, operating it as a small regional airport.
The authority envisioned transforming the site into a 5,000-acre complex with a two-mile runway, rail connections, and facilities for just-in-time manufacturing and air cargo operations. A 1992 economic study projected that, under optimal long-term development scenarios, employment could reach as high as 100,000 workers.
The License Plate Rebellion
To fund development, the legislature designated 14 eastern North Carolina counties as the Global TransPark Development Zone: Carteret, Craven, Duplin, Edgecombe, Greene, Jones, Lenoir, Nash, New Hanover, Onslow, Pamlico, Pitt, Wayne, and Wilson.
Under the 1993 legislation, residents of these counties were required to pay an additional $5 motor vehicle registration fee annually for up to five years. The money would fund TransPark infrastructure and development.
The fee sparked debate. To track participation, the state issued optional special license plates with the prefix “GTP.”
The GTP plates became a visible symbol of the funding mechanism, sparking local debate among residents. Many eastern North Carolinians questioned the approach for a project that hadn’t yet delivered jobs.
The controversy illustrated a fundamental difference between Research Triangle Park and the Global TransPark. RTP had been funded by private donations from North Carolinians who chose to invest. The Global TransPark was funded by mandatory fees from residents who had no choice. One demonstrated market validation; the other bred resentment.
High-Profile Failures
When the Global TransPark reopened in May 1996 with an 11,500-foot runway (one of the longest civilian runways in the eastern United States), expectations were enormous. The park had cost tens of millions of dollars. It had received a Foreign Trade Zone designation. Leaders promised it would transform eastern North Carolina.
Instead, it became a graveyard of dashed hopes.
In 1998, FedEx chose to build its Mid-Atlantic cargo hub in Greensboro rather than Kinston. FedEx officials cited the site’s highway access as a decisive factor, noting that the roughly 30 miles to Interstate 95, via two-lane U.S. Highway 70, made it impractical for overnight delivery operations.
In 2004, Boeing rejected a proposed incentive package valued at approximately $534 million, tied to job creation and investment benchmarks, to locate a plant for 787 fuselage sections at the TransPark. The following year, the TransPark failed to make the final list of potential sites for an Airbus military air tanker plant.
By 2001, the Carolina Journal, a conservative publication, was calling the TransPark’s business model “bribery” through tax-funded incentives. Employment stood at fewer than 400 people rather than the projected high-end figures from 1992 studies.
“It’s been a boondoggle from the start that has brought false hopes but little impact to Kinston and eastern North Carolina,” wrote Jon Sanders, a policy analyst at the John Locke Foundation.
The criticism resonated with many observers because employment and investment levels fell far short of early projections, according to contemporary reporting and economic studies. The TransPark had cost over $80 million in state and federal funds by 2008, with little to show for it. Even Dr. Kasarda, the project’s intellectual godfather, acknowledged responsibility.
A Professor’s Mea Culpa
In a 2007 Wall Street Journal article about his aerotropolis concept, Kasarda admitted he’d underestimated critical factors. The Global TransPark lacked what made Research Triangle Park successful: “highways and growing cities around it (not to mention flights across the country only ten minutes away).”
The comparison to RTP was unavoidable and damning. Research Triangle Park succeeded because it amplified existing competitive advantages: three universities, a growing urban population, strong infrastructure, and an emerging professional class. It built on natural strengths.
The Global TransPark attempted to build competitive advantages that had not yet matured locally: a skilled workforce, major highway access, population density, and an economic model (aerotropolis) that remained unproven in North America. In retrospect, the early vision reflected ambitious planning that outpaced existing regional infrastructure and market conditions.
The data told the story starkly. According to 2000 Census data, in Lenoir County, more residents lacked a high school diploma than held a bachelor’s degree. Unemployment exceeded state averages. Poverty rates were higher. The median household income lagged far behind the Triangle.
Economic history suggests that transforming a rural region into a hub for advanced manufacturing requires long-term structural investments beyond simple designation. The preconditions have to exist or be deliberately cultivated over time.
Seventeen Years
For 17 years, the Global TransPark languished. Small companies came and went. Emergency services facilities were located there. The runway hosted private planes and occasional cargo flights. But the transformative anchor tenant never materialized.
Then, in 2008, Governor Mike Easley stood before cameras in Kinston with news that stunned skeptics.
“Today, we start to silence all of these naysayers over the years who have been heckling from the sidelines,” Easley declared. “Today, the Global TransPark is the best thing we’ve got going in North Carolina.”
Spirit AeroSystems of Wichita, Kansas, one of the world’s largest aircraft parts manufacturers, would build a major facility at the TransPark. The company would manufacture composite fuselage sections and wing components for the Airbus A350 aircraft under a contract valued at up to $3 billion.
But the deal didn’t come cheap. North Carolina approved a performance-based incentive package valued at more than $125 million, tied to job creation and capital investment benchmarks, including a $5 million grant and more than $20 million payable over twelve years. The Golden LEAF Foundation, which oversees the state’s tobacco settlement money, spent $100 million to build Spirit’s first 500,000-square-foot facility. The state owned the building; Spirit operated as a tenant.
Spirit committed to hiring 1,031 workers over five years and spending $100 million on additional facilities over six years. The jobs would pay an average of $48,122 annually, far above Lenoir County’s average yearly wage of $27,042 at the time.
“This is what we’ve been waiting for,” said Mark Pope, Lenoir County’s Economic Development Director at the time. “This validates everything we’ve worked toward.
Spirit’s arrival nearly tripled the TransPark’s workforce. In the years following 2008, the company expanded operations, adding production of Gulfstream wing components and employing between 450 and 1,000 workers at various points.
Finally, 17 years after opening, the Global TransPark had an anchor tenant.
The RTP Comparison
Research Triangle Park had waited six years for IBM. The Global TransPark waited 17 years for Spirit AeroSystems. Both timeframes exceeded political patience and public expectations. Both required persistence bordering on stubbornness.
But there’s a crucial difference. RTP’s six-year wait came in an era before instant gratification, when major infrastructure projects were understood to take time. The TransPark’s 17-year drought came in a modern media environment where quarterly results matter, and multi-year investments are considered long-term.
Moreover, RTP’s early tenants arrived because they genuinely wanted to access university research and recruit graduates. The incentives were modest. The location made strategic sense.
Public investment in facilities and incentives played a significant role in securing Spirit AeroSystems’ commitment to the site. The company wanted to manufacture Airbus components; the TransPark’s long runway and large facility were useful, but other locations may also have been technically capable of supporting similar operations.
Economic studies suggest that firms attracted primarily by incentives may be more mobile than those drawn by structural advantages. This matters because organically attracted companies tend to stay and grow.
The Airbus Era
Yet something remarkable has happened over the past 15 years. The Global TransPark hasn’t just survived; it has started to thrive.
In December 2024, Boeing completed its acquisition of Spirit AeroSystems. Simultaneously, European aircraft manufacturer Airbus acquired Spirit’s commercial aircraft operations, including the Kinston facility.
On December 8, 2025, Airbus officially commenced operations at what is now called Airbus Aerosystems Kinston, welcoming more than 1,000 employees who had worked at the former Spirit plant. The facility serves as a Center of Excellence for advanced composite manufacturing of Airbus A350 aircraft fuselage and wing spar aerostructures.
“We are proud to welcome our newest 1,000 employees to the Airbus family as we integrate the Kinston site into our growing U.S. footprint,” said Robin Hayes, chairman and CEO of Airbus in North America, in his December 8, 2025, statement. “The aerostructures work being done in Kinston is vital to Airbus’ global industrial ramp-up, making the site a pace-setter for the A350 program.”
Having Airbus, one of the world’s two dominant aircraft manufacturers, operating in Kinston represents a turning point. This isn’t a contractor that might lose a contract. This is the prime manufacturer with a long-term stake in the facility’s success.
The Cluster Emerges
Around the anchor tenant, an aerospace cluster has finally emerged. The pattern mirrors what happened at Research Triangle Park in the late 1960s and 1970s, just on a smaller scale and three decades slower.
Draken International operates a contract air services facility, providing adversary training for military pilots from nearby Seymour Johnson Air Force Base and Marine Corps Air Station Cherry Point. The company employs around 80 pilots and technicians.
FlyExclusive runs private jet operations from the facility. Mountain Air Cargo operates a maintenance and repair facility. Emergency services agencies, including the North Carolina Forestry Service, Highway Patrol, and Emergency Management, maintain facilities at the park.
Most significantly, the U.S. Navy is building a Fleet Readiness Center East C-130 Maintenance, Repair, and Overhaul complex at the TransPark. The project represents a $400 million investment and will create more than 400 jobs.
Employment at the TransPark and within a one-mile radius now totals approximately 1,600 people (over 1,000 at Airbus plus additional tenants and supporting operations), earning an average of $76,644, well above Lenoir County’s private sector average wage of $51,026.
The Missing Pieces Fall Into Place
What changed? Why is the Global TransPark finally working after decades of disappointment?
First, infrastructure improvements are finally arriving. The state is converting U.S. Highway 70 to Interstate 42, addressing the highway access problem that cost the TransPark the FedEx deal in 1998. A 5.8-mile rail spur completed in 2015 connects the park to the Port of Morehead City, providing the multi-modal logistics originally envisioned.
Second, the right industry found the park. Aerospace manufacturing proved a better fit than the original air cargo hub concept. Large aircraft components benefit from the long runway for test flights and delivery. The specialized facilities serve a genuine competitive need rather than trying to force an artificial advantage.
Third, workforce development is finally catching up. Lenoir Community College is building a Senator Jim Perry Aviation Center of Excellence, a ~57,000-square-foot facility under construction with expected opening in Spring 2026. The center will offer training in aviation systems, aircraft construction, unmanned aircraft systems, and an Aviation Academy for high school students.
The facility features classrooms, meeting rooms, and composite labs for training programs customized to company needs, addressing the skills gap that plagued the region in the 1990s and 2000s.
Creating this educational infrastructure took more than 30 years. That timeframe illustrates one of the hardest lessons from comparing RTP and the Global TransPark: workforce development in rural areas with low educational attainment takes generations, not years.
Fourth, clustering effects are real. The TransPark now benefits from proximity to Seymour Johnson Air Force Base and Marine Corps Air Station Cherry Point. An aerospace ecosystem has emerged, with companies feeding off each other’s presence and competing for skilled workers, which drives up wages and improves training programs.
Research Triangle Park achieved this clustering by the mid-1970s. The Global TransPark took until the 2020s. But late or not, the effect is real.
Different Men, Different Times
The human stories behind these two projects offer as much insight as the economic data.
Romeo Guest, the contractor who conceived Research Triangle Park, was a practical businessman who saw an opportunity and seized it. When his for-profit model failed, he didn’t stubbornly cling to it; he allowed Archie Davis to transform it into something that could work. Guest died in 2007, having seen his vision transform North Carolina.
Dr. Jack Kasarda remains an international evangelist for aerotropolis development. His ideas, though slow to work in Kinston, succeeded spectacularly in places like Dubai and Zhengzhou, China. These locations had what Kinston lacked: massive existing infrastructure, enormous population density, and proximity to global trade routes.
Kasarda has acknowledged the Global TransPark’s difficulties but maintains the core concept remains sound. “The aerotropolis model works,” he said in a 2018 interview. “But it requires certain preconditions. Kinston taught us that you can’t just drop this model anywhere and expect it to work.”
Governor Luther Hodges, who championed Research Triangle Park, served as commerce secretary under President John F. Kennedy after leaving the governor’s office in 1961. He died in 1974, having seen RTP achieve critical mass. History remembers him as a transformative economic developer.
Governor Jim Martin, who championed the Global TransPark, left office in 1993, just as the park was being planned. He lived long enough to see Spirit AeroSystems arrive in 2008, validating his faith in the project, though nothing like the scale he’d envisioned. Martin died in 2023 at age 87.
What RTP Got Right
Research Triangle Park succeeded because of several reinforcing factors that compounded over time.
Location between three research universities created an immediate talent pipeline. Companies could recruit graduates from multiple institutions and access faculty expertise across disciplines. The universities became invested stakeholders, creating programs to meet park tenants’ needs.
Urban proximity provided quality of life amenities, housing options, and cultural opportunities that attracted professional workers. The Research Triangle has symphony orchestras, museums, professional sports, diverse restaurants, and excellent schools. These amenities weren’t created for the park; they existed because of the universities and growing cities. But they made recruitment easier.
Highway infrastructure already existed. Interstate 85 ran nearby. Raleigh-Durham Airport offered commercial flights. The state invested in road improvements, but the basic connectivity was there from day one.
The private nonprofit structure ensured genuine market validation. When Archie Davis raised $1.25 million in private donations within months, it proved that North Carolinians believed in the concept enough to invest their own money. This created accountability and forced realistic planning.
Modest public investment limited political blowback. The state supported infrastructure, but didn’t build factories or provide massive subsidies. When early growth was slow, criticism remained muted because public investment was limited.
The proven research park model reduced risk. Stanford Research Park had demonstrated that the concept worked. RTP adapted it to North Carolina’s specific circumstances rather than pioneering something entirely new.
Patient capital allowed time for compounding effects. The nonprofit structure meant no investors demanding quick returns. The park could grow organically, one company at a time, building reputation and momentum over decades.
What the Global TransPark Got Wrong
The Global TransPark struggled because it violated nearly every principle that made Research Triangle Park successful.
Geographic isolation from universities meant no immediate talent pipeline. East Carolina University in Greenville offered some programs, but nothing comparable to Duke, UNC, and NC State. Creating workforce development programs from scratch took decades.
The rural location lacked quality-of-life amenities to attract professional workers. Kinston is a town of about 20,000 people with limited cultural offerings, entertainment options, or professional services. Recruiting skilled workers from other states proved difficult when they could barely find adequate housing or schools.
Highway infrastructure didn’t exist. Being 30 miles from an interstate proved fatal to early recruitment efforts. FedEx’s rejection explicitly cited this flaw. Fixing it has taken 30 years and counting.
The state authority structure encouraged decisions that involved both economic analysis and political considerations. The Kinston site was chosen partly because eastern North Carolina needed help, not because it was the best location for an aerotropolis.
Massive public investment created unrealistic expectations and political vulnerability. When $130 million produced only 400 jobs by 2001, critics had ammunition. Every failure became a political scandal rather than a normal business setback.
The unproven aerotropolis concept multiplied risk. Kasarda’s ideas were intellectually compelling but lacked North American examples. The Global TransPark became a costly experiment rather than an application of known principles.
The rushed timeline pressured for quick results. Politicians wanted ribbon-cuttings and job announcements, not decade-long patient development. When results didn’t materialize quickly, political support wavered.
Lessons for Economic Development
Comparing these two projects yields insights for anyone attempting large-scale economic development.
Build on Existing Assets
RTP succeeded by amplifying competitive advantages that already existed. The Global TransPark struggled trying to create advantages from scratch. This is the single most important lesson.Location Matters More Than Vision
No amount of visionary thinking can overcome fundamental geographic limitations like distance from highways, lack of workforce, and absence of population density. Geography constrains possibility.Workforce Development Takes Generations
You cannot quickly create a skilled workforce in areas with low educational attainment. It requires sustained investment in schools, community colleges, universities, and training programs over 20-30 years.Private Sector Validation Demonstrates Market Viability
If businesses won’t invest their own money, public subsidies probably won’t create sustainable development. RTP’s private donations proved market confidence. The Global TransPark’s reliance on massive incentives suggested artificial demand.Patient Capital Allows Compounding Effects
Both projects took longer than anticipated to achieve critical mass. RTP had patient capital willing to wait. The Global TransPark faced political pressure for quick results that undermined long-term development.Proven Concepts Reduce Risk
Adapting successful models to local circumstances works better than pioneering entirely new approaches in difficult locations. Innovation is risky enough without adding location risk.Realistic Timeframes Prevent Disappointment
The high-end projections from 1992 created crushing expectations. When reality fell short, the gap fueled criticism and undermined support. RTP’s more modest projections allowed organic growth to be celebrated.
The Inequality Question
For all the Global TransPark’s recent success, troubling questions remain about who benefits.
East Kinston, located about five miles north of the TransPark, remains one of the most economically depressed communities in North Carolina. Poverty persists. Educational attainment lags. The TransPark’s high-wage jobs often go to workers from other areas who have technical skills local residents lack.
Chris Suggs, a former Kinston city councilman and founder of Kinston Teens, worries that residents in the poorest communities could be left behind even as the TransPark succeeds.
“You have this confluence of economic activity in a community where a few miles away, there is one of the poorest neighborhoods in the state,” Suggs said in a recent interview. “We have to make sure the benefits reach everyone.”
Research Triangle Park faced similar criticism in its early decades. The park created thousands of high-wage jobs, but predominantly for white professionals, while Black residents in surrounding communities remained in low-wage service positions. Only sustained attention to workforce development, educational access, and deliberate inclusion efforts began to address these disparities.
The TransPark faces the same challenge. Creating high-wage jobs matters enormously to the region. But if those jobs primarily go to workers from other countries or states while local residents remain stuck in poverty, the project’s regional impact remains incomplete.
Lenoir Community College’s Aviation Center of Excellence represents one attempt to address this gap by training locals for aerospace careers. Whether it succeeds in creating pathways for economically disadvantaged residents remains to be seen.
Two Parks, One State
On a recent afternoon, Mark Pope stood near the Airbus facility at the Global TransPark, watching workers stream out at shift change. After decades of working to attract companies to this remote facility, he’s learned patience.
“I’ve seen us go through some great times and I’ve seen the bad times,” Pope reflected. “I see us really inching our way back up to being a different community than what we used to be.”
A hundred miles away, Research Triangle Park continues its own evolution. The park has moved beyond pure research to embrace venture capital and entrepreneurship. Recent developments include University Research Park and Downtown Durham’s American Tobacco Campus, extending the RTP model into urban cores.
Both parks continue to shape North Carolina’s economy, just at vastly different scales. RTP’s impact exceeds $25 billion annually, an astonishing figure for a single development. The Global TransPark’s impact remains regional, not statewide, but for Lenoir County and eastern North Carolina, it matters profoundly.
The comparison between them illuminates fundamental truths about economic development. Success requires more than vision and investment. It requires the right location, existing assets to build upon, patient capital, realistic timeframes, and genuine market demand.
Research Triangle Park had all these elements aligned. The Global TransPark had very few of them, but persisted until circumstances changed enough that the project could finally work.
Whether the Global TransPark fully achieves its original ambitious vision remains uncertain. Employment of approximately 1,600 falls far short of the high-end projections from 1992. But the question may be whether those projections were ever realistic rather than whether the park has succeeded.
By a more modest measure, the Global TransPark has succeeded. It created a functioning aerospace cluster in one of North Carolina’s most economically distressed regions. It brought high-wage manufacturing jobs to an area that desperately needed them. It demonstrated that even when conditions are unfavorable, persistence and patience over decades can eventually create something valuable.
Both parks stand as monuments to North Carolina’s willingness to invest in economic transformation. One succeeded spectacularly by building on natural advantages. The other struggled for decades before finding its niche by sheer persistence.
Romeo Guest, Archie Davis, and Luther Hodges would look at Research Triangle Park today with justified pride. Their vision exceeded even their boldest dreams. Jack Kasarda and Jim Martin might look at the Global TransPark with mixed feelings. Proud that something substantial finally emerged, but wistful about the grander vision that never quite materialized.
Both reactions are valid, and both parks matter. Their stories teach us that economic transformation requires not just vision and investment, but also wisdom about what’s possible given the real-world constraints of geography, workforce, infrastructure, and time.
The Research Triangle Park proved that ambitious economic development can transform regions when conditions are right. The Global TransPark proved that even when conditions are wrong, stubborn faith in a place and its people can eventually create something worth having, even if it takes 30 years and looks nothing like the original dream.
In the end, both lessons matter for anyone trying to build prosperity in places that desperately need it.
This article is a personal research project prepared for informational and educational purposes and is based on publicly available sources, including historical records, government reports, corporate releases, and media coverage. Every effort has been made to accurately summarize and attribute source material. All quoted material and public data remain the property of their original authors or publishers. The views expressed are solely those of the author and do not represent any referenced organization. The author disclaims liability for errors, omissions, or actions taken based on this content and welcomes corrections if needed.
Greene County Board of Commissioners Meeting Report
The Greene County Board of Commissioners convened for its regular meeting on Monday, February 17, 2026, at the Greene County Operations Center. The board approved a proclamation for National FFA Week and the acceptance of a cybersecurity grant.
Monthly Financial Report
Finance Officer Sandy Shirtz prepared the January 2026 Monthly Financial Report, which was included in the meeting packet for informational purposes only. No board action was required. The report reflected the county’s financial position through January 31, 2026, approximately seven months into the current fiscal year.
In the General Fund, total budgeted revenues stood at $27,042,812. Year-to-date revenues collected totaled $16,130,523, representing 59.65 percent of the annual budget. Total budgeted expenditures also equaled $27,042,812. Year-to-date General Fund expenditures totaled $15,347,133, representing 56.75 percent of the budget expended. Revenues exceeded expenditures year to date by $783,390.
Notable departmental spending percentages within the General Fund included the Sheriff’s Office at 59.24 percent of budget ($1,573,756 year to date out of a $2,656,793 budget), the Jail at 75.56 percent ($1,627,481 of $2,153,816), Emergency Medical Services at 73.20 percent ($1,912,198 of $2,612,115), the Department of Social Services at 56.65 percent ($2,044,461 of $3,609,239), and Public Health at 46.12 percent ($1,212,838 of $2,629,655). General Government spending was at 79.89 percent ($512,262 of $641,244), and Economic Development was at 70.03 percent ($371,892 of $531,033). The School allocation stood at 51.20 percent expended ($2,083,943 of $4,069,942).
The Utility Fund reported year-to-date revenues of $2,876,130 against a budget of $4,757,000, a collection rate of 60.46 percent. Year-to-date Utility Fund expenditures were $1,744,480, or 36.67 percent of the $4,757,000 budget. Revenues exceeded expenditures in the Utility Fund by $1,131,650 year to date.
The Landfill Fund reported year-to-date revenues of $926,486 against a budget of $1,107,633, representing 83.65 percent collected. Year-to-date Landfill Fund expenditures totaled $593,684, or 53.60 percent of the budget. Revenues exceeded expenditures in the Landfill Fund by $332,801 year to date.
The Transportation Fund reported year-to-date revenues of $411,580 against a budget of $801,343, or 51.36 percent. Year-to-date Transportation Fund expenditures totaled $451,343, representing 56.32 percent of the budget. Expenditures exceeded revenues in the Transportation Fund by $39,763 year to date.
The Fund Balance report reflected total fund balances for fiscal year 2024-2025 of $21,424,302. The unassigned fund balance for that period was $5,440,480. Stabilization by State Statute reserves totaled $10,807,414. Human Services reserves were $1,647,768, Public Safety reserves were $726,022, and the Opioid Settlement fund held $474,569.
Tax Collection Report
Tax Administrator Stephanie Wiggins presented the monthly collection report for January 2026 and requested board authorization to advertise unpaid taxes as required by North Carolina General Statute 105-369. That statute requires the tax collector to report to the board the amount of unpaid real property taxes for the current fiscal year that constitute liens on real property. Upon receipt of the report, the board must order the tax collector to advertise the tax liens.
As of January 31, 2026, the total amount of unpaid taxes on real property was $672,128.74. The current year collection rate as of that date was 92.70 percent. The audited collection rate for fiscal year ending June 30, 2025, was 99.22 percent. The total current year levy for fiscal year 2025-2026 was $11,935,764.58. Year-to-date collections, including principal payments and interest, totaled $11,044,863.68, leaving $868,985.02 remaining uncollected in the current year.
The collection report also reflected prior year activity. The total amount collected in January for all levy years was $2,245,735.69. Year-to-date releases totaled $31,559.67, year-to-date adjustments totaled $6,690.57, year-to-date refunds totaled $31,223.83, and year-to-date interest collected totaled $16,334.36. The total outstanding balance across all levy years was $1,024,147.27.
During discussion, Commissioner Bobby Taylor asked whether the current collection rate was normal for this time of year. He noted that the current collection rate was approximately 92 percent while past years showed collection rates over 99 percent. Tax Administrator Stephanie Wiggins indicated that the amount appears slightly lower than the prior year’s comparable figure, though she could not confirm the exact prior-year amount. She explained that the 99 percent figure Commissioner Taylor referenced was the audited collection rate for the full fiscal year ending June 30, while the 92 percent current rate reflected collections through January with several months remaining in the fiscal year. The county typically reaches the higher collection rate by the end of the fiscal year as taxpayers pay throughout the spring months. It takes the diligence of the entire tax department to work these accounts and encourage taxpayers to pay.
Commissioner Taylor also asked whether there was a payment plan in place for residents. Tax Administrator Wiggins confirmed that the Tax Office accepts payment arrangements at any time and that taxpayers may prepay or make payments throughout the year. She noted that many taxpayers already take advantage of this option to avoid a large end-of-year tax bill.
The board voted unanimously to approve the collection report, issue the order authorizing advertisement of unpaid real and personal property taxes, and schedule the Board of Equalization and Review. Per North Carolina General Statute 105-322(e), the Board of Equalization and Review was approved to convene on April 20, 2026, and adjourn no later than May 4, 2026. These meetings must be advertised at least three weeks prior to convening.
Consent Agenda
The board voted unanimously to approve the consent agenda. The consent agenda included the regular meeting minutes from January 5, 2026, and January 20, 2026, late Present Use Value applications, tax releases and refunds, and four budget amendments.
E-911 Budget Amendment: The board approved a budget amendment in the amount of $439.00 for the E-911 fund, effective January 15, 2026. The amendment increased E-911 revenues by $439.00 through a transfer from the General Fund and increased E-911 expenditures by $439.00. The justification stated that the E-911 Board determined $439.00 of ineligible expenses were charged to the E-911 fund in fiscal year 2025. The transfer from the General Fund corrects that prior-year error by reimbursing the E-911 fund for those ineligible charges.
Public School Repair and Renovation Budget Amendment: The board approved a budget amendment in the amount of $2,233,057.82 for the Public School Repair and Renovation fund, effective February 1, 2026. The amendment increased revenues by $2,233,057.82 through lottery revenue and increased expenditures by $2,233,057.82 for renovation. The justification stated that this amendment budgets all available public school repair and renovation funds through June 30, 2026. Future years will be budgeted at $500,000 per year. The funding source is lottery proceeds distributed to the county for school capital purposes.
Health Department Budget Amendment: The board approved a budget amendment in the amount of $3,696.00 for the Public Health Department, dated February 2, 2026. The amendment increased revenues by $3,696.00 through WIC Client Services and increased expenditures by $3,696.00 for WCS Contracted Services. The Greene County Department of Public Health was awarded additional state funds for increasing WIC participation above the initial caseload assignment of 100 percent during the assessment period of August through September 2025, as defined in the Revision 1 Agreement Addendum. The per-participant rate was increased to enhance the department’s ability to continue serving the Special Supplemental Nutrition Program for WIC, which provides supplemental nutritious foods, nutrition education, and referrals to health care for low-income persons during critical periods of growth and development.
Department of Social Services Budget Amendment:The board approved a budget amendment in the amount of $11,206.28 for the Department of Social Services, effective January 26, 2026. The amendment increased revenues by $11,206.28 through IV-D Incentive Revenue and increased expenditures by $11,206.28 for IV-D Costs. The justification stated that Child Support IV-D Incentive funds from fiscal year 2024-2025 were not received until the new fiscal year. These incentive funds are a reward to Greene County’s Child Support program for good performance results in five different service areas and are to be reinvested in the county’s Child Support program.
Tax Releases and Refunds: The board approved tax releases and refunds dated February 16, 2026. Ad Valorem releases totaled $3,081.54 for tax year 2025, affecting multiple accounts. Reasons for releases included deferred taxes requested to be billed by the tax collector’s office on properties that qualified for Present Use Value under PUV and NCDOR’s recommendations, where the county office was not notified and the properties fell through pending sales, and one gap bill billed to the wrong county. One Ad Valorem refund totaling $60.00 was approved for tax year 2025 for a property with private trash pickup. NCVTS refunds totaling $1,239.42 were approved for tax years 2024 and 2025, covering multiple vehicle accounts for reasons including vehicles sold before the end of their registration periods, vehicle total losses, and tag surrenders, with refunds calculated based on remaining months of registration.
Present Use Value Applications: The board approved two late Present Use Value applications submitted after the listing period deadline, as authorized under North Carolina General Statute 105-282.1(a1), which allows the Board of Commissioners to approve a late application upon a showing of good cause. The Tax Administrator confirmed that both parcels meet the eligibility requirements. Approval applies to the current tax year only and is not retroactive. Two parcels were included. The applicants for Parcel 0305950 stated they did not receive the paperwork in the mail. The applicants for Parcel 0325194 stated they had recently purchased the property and were trying to get all documentation in order.
National FFA Week Proclamation
Greene Central FFA Chapter President Olivia Heck appeared before the board to provide an update on the chapter’s activities and to request adoption of a proclamation recognizing National FFA Week. She introduced FFA advisor Mr. Young, who teaches horticulture, agricultural mechanics, and will begin teaching sustainable agriculture in the coming year, and FFA advisor Emily Hardy, who teaches Animal Science.
Heck reported that the chapter has 41 members, with 30 active members attending monthly meetings. Animal projects currently underway include sheep, pig, and chicken projects. A two-member pig show team has been competing on weekends, with the final show scheduled for April 7 at the Coastal Plains Livestock Show. The chapter also looks forward to the annual Sheriff Showdown, in which the county sheriff competes by showing a pig against other sheriffs in the region. Members are currently preparing for contests in floriculture, agronomy, nursery and landscape, introductory horticulture, milk quality, meat science, poultry science, and food science. Chapter members have been volunteering at the animal shelter four times per month since September.
Heck invited commissioners and the public to attend a supporters breakfast on Friday, February 27, 2026, at 8:30 a.m. in the school library.
Chairman Bennie Heath read the proclamation into the record. The proclamation stated that FFA and agricultural education provide a strong foundation for the youth of America in food, fiber, and natural resource systems; that FFA promotes premier leadership, personal growth, and career success among its members; that agricultural education and FFA ensure a steady supply of young professionals to meet growing needs in the science, business, and technology of agriculture; that the FFA motto, “Learning to Do, Doing to Learn, Earning to Live, Living to Serve,” gives direction and purpose to students who take an active role in succeeding in agricultural education; and that FFA promotes citizenship, volunteerism, patriotism, and cooperation.
The board voted unanimously to adopt the proclamation designating February 21 through 28, 2026, as National FFA Week in Greene County.
Cybersecurity Grant Acceptance
County Manager Kyle DeHaven presented for board approval the acceptance of a grant award to Greene County Emergency Management through the FY24 State and Local Cybersecurity Grant Program (SLCGP). The grant is administered by the North Carolina Department of Public Safety, Division of Emergency Management, on behalf of the U.S. Department of Homeland Security.
The county received a $40,000 cybersecurity grant to support Greene County’s cybersecurity initiatives. The performance period runs from December 13, 2024, through February 28, 2028. The grant requires a 30 percent local match, bringing the total project cost to approximately $57,143. Funds must supplement, not replace, existing county funds.
A related budget amendment for Emergency Management was approved effective January 28, 2026. The amendment reflects the $40,000 in grant revenue and allocates the funds for training expenses in support of the cybersecurity initiative.
In response to a question from Vice Chairman Jerry Jones about the source of the funds, County Manager Kyle DeHaven explained that the grant is administered through North Carolina Emergency Management, as outlined in the agenda packet. Jones then asked whether every county received the grant. Emergency Management Director Brock Kearney noted that, as detailed in the packet, counties were required to apply individually to be considered for an award.
The board voted unanimously to accept the grant award and direct staff to administer it.
Commissioners’ Reports and Public Comment
Chairman Heath announced that an elected officials gathering is scheduled for Friday at 9:00 a.m. at Bojangles and is open to any elected officials who wish to meet with members of the public.
Vice Chairman Jerry Jones noted that Free Union Church is hosting a pork loin luncheon and encouraged attendance.
Commissioner Derek Burress recognized a Department of Social Services employee for purchasing and arranging for the delivery of hay for the animal shelter during the recent winter storm. Burress then mentioned that Greene Central had a student athlete who won two state titles in the indoor track and field championship. Detrich Williams won in both the high jump and triple jump. Burress stated that the board has a tradition of recognizing athletes who win state titles and asked that the board extend an invitation to a future meeting so that they could recognize Williams
Burress also asked about the cement at the county office complex building. He stated that tires had already been removed, but not the cement. Both are remains from a natural gas line construction project taking place along Hwy. 58 and Kingold Blvd. Burress asked if the construction crews plan to come back and remove it, or whether the county would end up being responsible for removing it. County Manager DeHaven stated that he did not know the answer at that time. The cement was removed on Friday.
County Manager DeHaven recognized Deputy Clerk Kathy Mooring, noting that the meeting was her final meeting before retiring at the end of the month after approximately 11 and a half years of service to the county. Chairman Heath and members of the board expressed appreciation for her service.
County Attorney Kevin MacQueen offered no comments.
No members of the public signed up to address the board during the public comment period.
Closed Session
The board voted to enter closed session pursuant to North Carolina General Statute 143-318.11(a)(3), attorney-client privilege, and North Carolina General Statute 143-318.11(a)(6), personnel. The board subsequently returned to open session. No action was announced following the return to open session.
I Was Fasting Until I Smelled That Chicken
Well, I declare, y’all, it was right around noon when I walked into the kitchen asking Mama what we were having for lunch. And do you know what she says? She looks me dead in the eye, all serious-like, and says, “We’re fasting!”
Now here’s the funny part. I’m a Baptist. I’ve heard tell of Lent, sure enough, but I ain’t never actually observed it. Mama, she’s Methodist, so she’s all proper and holy about her Lent business. And there I was, hungry as a raccoon in a trash can, just hoping for a plate of fried chicken and mashed potatoes.
I blinked at her, trying to figure out if she was serious or just messin’ with me. Before I could ask again, she goes and declared she’s giving up dark chocolate. Now, bless her heart, Mama doesn’t even eat dark chocolate to begin with. I reckon that’s like ironing a shirt you don’t plan to wear. Looks neat and impressive, but it doesn’t change a thing.
I couldn’t help myself. I laughed so hard I nearly fell over, grabbed the back of a chair for support, and said, “Well, Mama, I reckon I’ll join you tomorrow.” She just wagged her finger at me like she caught me sneakin’ cookies and said, “Derek, Lent is about sacrifice and reflection, not your hungry belly!”
So there we were, Mama giving up something she never touches and me giving up nothing at all. I reckoned I could give up asking what’s for lunch, but my belly’s got a louder voice than I do. I figured I could even give up arguing with the other commissioners for a meeting or two, though lately I haven’t seen anything on the agenda worth fussing over.
So I went on and sat down at the table with Mama while she sipped her sweet tea, my belly still grumbling and not a bite in sight. Now, I’ll be honest with you, I do respect folks who observe Lent. There’s something real and meaningful about setting aside time to reflect and sacrifice, whatever your tradition may be. I personally believe the good Lord gave us fried chicken for a reason, and it’d be a shame to waste His blessings.
Mama must have been reading my mind, because about an hour later, she walked back into the kitchen, pulled out the cast-iron skillet, and started frying up chicken.
I looked at her and said, “Mama, I thought we were fasting.”
She didn’t even turn around. Just said, “Hush, Derek. I gave up dark chocolate, not fried chicken. Now sit down before it gets cold.”
Employment Opportunities
Daycare Staff: Mt. Calvary Christian Academy is hiring individuals interested in working in its Daycare for an average of 35 hours per week; applicants who love children and love God are encouraged to apply by calling 252-747-8111. Applications are available in the main office.
Chef and Other Positions: Scarborough Fare Catering is hiring responsible, motivated cooks to join their team, creating memorable events across eastern North Carolina; candidates should have a flexible schedule, strong character, and the ability to operate kitchen equipment safely, follow sanitation guidelines, cook and prepare food, attend functions, organize workflow, and manage time effectively. Experience is preferred, but training is available. Pay depends on experience; call 252-714-4948 for more information.
Truck Driver: Kenneth Barnhill Trucking is seeking truck drivers to haul hogs and fill in on hopper routes; the company address is 1511 Moore Town Rd, Walstonburg, NC 27888. Contact (252) 714-4385 or email kbarnhill1976@yahoo.com for details and application information.
Community Calendar
Monday, February 23, 2026: The Greene County Board of Education will meet at 7:00 p.m. at the Tech Center.
Tuesday, February 24, 2026: The Greene County Board of Commissioners will hold a retreat at 9:00 a.m. in the Longleaf Conference Room inside the Greene County Office Complex Building.
Wednesday, February 25, 2026: Greene County Department of Public Health and Integrated Targeted Testing Services will provide free and confidential HIV, Syphilis, and Hepatitis C testing from 10:00–11:30 AM at Piggly Wiggly, 414 Kingold Boulevard in Snow Hill, offering one test with three results in a respectful, judgment-free setting open to all.
Thursday, February 26, 2026: The Greene Central Rams baseball team will host Hunt at 6:30 pm.
Friday, February 27, 2026: A Shred-A-Thon sponsored by North Carolina ASMP and SHIIP/NC Department of Insurance will take place from 10 a.m. to 1 p.m. at the Greene County Senior Center, 104 Greenridge Road, Snow Hill, NC 28580, to help protect against identity theft and healthcare fraud by shredding documents; call 252-747-5436 for more information.
Friday, February 27, 2026: The Greene Central Rams baseball team will host North Lenoir at 5:00 pm.
Shrimp and Biscuit Melt
Few things are as comforting as warm, flaky biscuits fresh from the oven. Now imagine them topped with tender shrimp simmered in a creamy garlic sauce and finished with melted cheese. This Shrimp and Biscuit Melt takes simple ingredients and turns them into something that feels special without requiring hours in the kitchen. It is hearty enough for supper, satisfying enough for brunch, and easy enough for a weeknight meal. If you are looking for a recipe that is both comforting and impressive, this one is sure to become a favorite.
Ingredients
1 pound medium shrimp, peeled and deveined
1 tablespoon butter
1 tablespoon olive oil
2 cloves garlic, minced
1 half teaspoon paprika
1 half teaspoon Old Bay seasoning, optional
Salt and black pepper to taste
1 tablespoon all-purpose flour
3-quarters cup whole milk
1 half cup shredded mozzarella cheese
1 half cup shredded sharp cheddar cheese
1 can refrigerated biscuits, 8 count
1 tablespoon chopped fresh parsley, optional
Instructions
Preheat the oven and bake the biscuits according to the package directions until golden brown. Allow them to cool slightly, then split each biscuit in half and set aside.
While the biscuits are baking, pat the shrimp dry and season with paprika, Old Bay if using, salt, and pepper. Heat the butter and olive oil in a large skillet over medium heat. Add the garlic and cook briefly until fragrant. Add the shrimp and cook for 2 to 3 minutes per side, until pink and opaque. Remove the shrimp from the skillet and set aside.
Sprinkle the flour into the skillet and stir constantly for about one minute. Slowly whisk in the milk and cook until the sauce thickens slightly. Return the shrimp to the skillet and stir gently to coat them in the sauce. Remove from heat.
Preheat the broiler. Spoon the creamy shrimp mixture over the bottom halves of the biscuits and top evenly with mozzarella and cheddar cheese. Place on a baking sheet and broil for 2 to 3 minutes, until the cheese is melted and bubbly. Watch carefully to prevent over-browning.
Garnish with parsley if desired, and serve open faced or with the biscuit tops placed slightly to the side.